The document discusses Business Model Development (BMD) as a methodology for designing, launching, and managing businesses, especially startups. BMD integrates best practices from fields like Blue Ocean Strategy, Customer Development, Lean Startup, and Business Model Canvas. It recognizes that traditional business planning is unsuitable for today's uncertain environment. BMD assumes businesses should be customer-centric and designed to deliver "Oh My God" customer experiences. BMD can help reduce startup failure risks by facilitating discovery, validation, execution, and management of business models.
Toolkit for Preparing Your Own Blue Ocean-Performance DashboardRod King, Ph.D.
This 'portable' toolkit contains tools that can be used to prepare a Blue Ocean-Performance Dashboard. This concept combines two of the most powerful concepts in business management: Blue Ocean Strategy and Balanced Scorecard. The Blue Ocean-Performance Scorecard will help you to visually translate any strategy including a Blue Ocean Strategy into reality. Consequently, with the dashboard the implementation of a Blue Ocean Strategy has a higher chance of success.
In addition, the Blue Ocean-Performance Dashboard could be used to answer the following questions:
* How does the organization work or do business?
* How does the organization generate reveue or profit?
* How to create an uncontested customer experience and uncontested marketplace as well as make the competition irrelevant?
If you'd like to generate and share ideas on the above question, the Blue Ocean-Performance Dashboard may be your best tool.
THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual...Rod King, Ph.D.
Today, many startups and established organizations inadvertently practice "Fat Strategy" which leads to a lot of waste, unprofitability, and competitive disadvantage. This presentation features a Lean Strategy Canvas which can be used for eliminating Fat Strategy. The Lean Strategy Canvas is also helpful for projects that aim at delivering Awesome Customer Experiences (ACEs) as well as greater Shared Value (Profitability). The Lean Strategy Canvas is a core tool in the portfolio of tools for eliminating Fat Strategy.
Your insights and questions are welcomed.
http://goo.gl/Ml98y0
Simpler Tools for Redesigning Business Models and Making Better DecisionsRod King, Ph.D.
This document contains a comprehensive set of tools for facilitating Blue Ocean Thinking and Decision-making as well as for designing Blue Ocean Business Models. The central concept, which ties all the tools, is the Value Quotient (VQ).
The VQ can be used as a universal metric of success and decision-making. Using the VQ allows anyone to introduce the concepts and tools of Blue Ocean Planning & Execution at any level in an organization.
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup.
The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.
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.
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."
THE CUSTOMER DEVELOPMENT ROADMAP: A Minimum Viable Toolset for Systematically...Rod King, Ph.D.
Steve Blank's Customer Development Methodology presents a comprehensive approach for developing scalable startups. However, the current focus of Blank's book and the emerging Lean Startup methodology is on software companies.
This presentation introduces the Customer Development Roadmap which shows a visual and general approach for Customer Development. Also, the concept of the Blue Ocean Startup ('the ultimate startup') is introduced.
Toolkit for Preparing Your Own Blue Ocean-Performance DashboardRod King, Ph.D.
This 'portable' toolkit contains tools that can be used to prepare a Blue Ocean-Performance Dashboard. This concept combines two of the most powerful concepts in business management: Blue Ocean Strategy and Balanced Scorecard. The Blue Ocean-Performance Scorecard will help you to visually translate any strategy including a Blue Ocean Strategy into reality. Consequently, with the dashboard the implementation of a Blue Ocean Strategy has a higher chance of success.
In addition, the Blue Ocean-Performance Dashboard could be used to answer the following questions:
* How does the organization work or do business?
* How does the organization generate reveue or profit?
* How to create an uncontested customer experience and uncontested marketplace as well as make the competition irrelevant?
If you'd like to generate and share ideas on the above question, the Blue Ocean-Performance Dashboard may be your best tool.
THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual...Rod King, Ph.D.
Today, many startups and established organizations inadvertently practice "Fat Strategy" which leads to a lot of waste, unprofitability, and competitive disadvantage. This presentation features a Lean Strategy Canvas which can be used for eliminating Fat Strategy. The Lean Strategy Canvas is also helpful for projects that aim at delivering Awesome Customer Experiences (ACEs) as well as greater Shared Value (Profitability). The Lean Strategy Canvas is a core tool in the portfolio of tools for eliminating Fat Strategy.
Your insights and questions are welcomed.
http://goo.gl/Ml98y0
Simpler Tools for Redesigning Business Models and Making Better DecisionsRod King, Ph.D.
This document contains a comprehensive set of tools for facilitating Blue Ocean Thinking and Decision-making as well as for designing Blue Ocean Business Models. The central concept, which ties all the tools, is the Value Quotient (VQ).
The VQ can be used as a universal metric of success and decision-making. Using the VQ allows anyone to introduce the concepts and tools of Blue Ocean Planning & Execution at any level in an organization.
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup.
The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.
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.
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."
THE CUSTOMER DEVELOPMENT ROADMAP: A Minimum Viable Toolset for Systematically...Rod King, Ph.D.
Steve Blank's Customer Development Methodology presents a comprehensive approach for developing scalable startups. However, the current focus of Blank's book and the emerging Lean Startup methodology is on software companies.
This presentation introduces the Customer Development Roadmap which shows a visual and general approach for Customer Development. Also, the concept of the Blue Ocean Startup ('the ultimate startup') is introduced.
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money W...Rod King, Ph.D.
The Business Model Yacht is a One-Size-Fits-All (OSFA) tool for problem finding, modeling, and solving in any domain. The Business Model Yacht, which can be used by Strategists, Innovators, and Planners, saves time and money when dealing with "wicked" (ill-structured/open/chaotic) problems as well as "tame" (well structured/closed/simple) problems.
http://goo.gl/yjf2QB
QUEST FOR THE ULTIMATE BUSINESS TOOL: Business Plan vs. Business Model Canvas...Rod King, Ph.D.
What is the Ultimate Business Tool (UBT)? Is it the 1-Page Business Plan, Business Model Canvas, Lean Canvas, or Balanced Scorecard?
My research indicates that the Ultimate Business Tool is none of the above. The closest to the ultimate tool is Mathew May's Play-To-Win Strategy Canvas. Going beyond the Play-To-Win Strategy Canvas is the RODopoly Gameboard which holistically answers the seven RODopoly questions. These questions are based on many ideas including Roger Martin's cascade of 5 Strategy Questions as well as Porter's Five Forces and Brandenburger & Nalebuff's Value Net.
With regard to the Ultimate Business Tool, I'd nominate the Seven RODopoly Questions, for the right questions are more important than the tools. Without questions, tools do not have much relevance. Questions define the goal or Job To Get Done (JTGD) of tools.
Albert Einstein once said, "The important thing is not to stop questioning." What more can I say?
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
Business Model Design, For a Competitive StartupMotaz Agamawi
We will go together through a journey on how we can build a competitive startup.
We are going to explore together the different stages we need to cover to reach a competitive startup.
Due to the available time of the workshop, we will not be able to go deeper, we will just try to identify what we need to do.
Our real Objective is how to reach Competitiveness. Through the Commercializing of technologies (ideas) which creates wealth for Individuals and Nations.
Simple Business Model Classification System: Business Model Pipes, Valleys, a...Rod King, Ph.D.
"There are three business model shapes in every industry on the planet." Rod King
***
Millions of businesses and myriad business models exist in the world. However, every business or business model has one of three business model shapes: pipe, valley, or diamond. The graphic above presents a simple business model classification system that is based on the three shapes of business models: pipes, valleys, and diamonds. Every business model platform has the shape of either a valley or a diamond.
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.
Red Ocean Disruption (ROD) Storyboard: The One Tool for Business Model Moviem...Rod King, Ph.D.
The Red Ocean Disruption (ROD) Storyboard is a dynamic visual template for answering the 3 basic questions in every change management project, The ROD Storyboard provides a visual platform and common language for Business Model Moviemakers, Storytellers, Strategists, Planners, and Problem Solvers.
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
BCG-Business Model Strip: A Visual Tool for Continuously Improving and Innova...Rod King, Ph.D.
This is an article that presents the BCG-Business Model Strip which synthesizes ideas from the Boston Consulting Group (BCG) approach to business model innovation and Rod King's tool of the Business Model Strip. Unlike in tools such as the Business Model Canvas and Lean Canvas which have limited uses especially for business (profit) model improvement projects, the BCG-Business Model Strip can be used for translating an ambidextrous strategy into reality. The BCG-Busines Model Strip can be used for exploration (business/profit model innovation) projects as well as exploitation (business/profit model improvement) projects. In short, the BCG-Business Model Strip is the only business (profit) model visualization tool that can be used for managing both Lean Startup and Six Sigma projects.
This is the deck from a talk we gave on New Approaches to Business Model Innovation at the Product Development Management Association (PDMA) Summer Innovation Event in Detroit Michigan.
Many organizations focus on driving innovation through new products and services. While these are productive and profitable sources of innovation, organizations that consider innovating against a broader definition of their business model -- including not only WHAT they sell, but also HOW their business operates and delivers value, will find new opportunities to drive top and bottom line growth and ensure that they stay relevant in an increasingly turbulent marketplace.
In this presentation, The Garage Group introduces practical frameworks and exercises to enable Business Model Innovation:
● The “What/How” framework, which can be used to map and plan business model innovation within any organization.
● Examples from multiple industries to inspire Innovation across unexpected elements of organizations’ business models.
● A templated exercise to capture multiple elements of your organization’s business model which could be prime for innovation.
The Garage Group is a new kind of strategy firm building entrepreneurial processes and capabilities for innovation.
BUSINESS MODEL MOVIEMAKING: Rapidly Visualize, Prototype, and Test Your BUSIN...Rod King, Ph.D.
In this presentation on Business Model Moviemaking, the Business Model Strip is used as a template to visualize a BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model. Examples of Business Plots and Strategy Stories are taken from companies such as Future Plc, Fremantle Media, Hornby, and Apple.
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Ex...Rod King, Ph.D.
In Silicon Valley, there is radical transformation in tools that are used for Business Planning, Strategy, and Execution. With regard to startups, the traditional and voluminous Business Plan is being widely and rapidly replace by one-page tools such as the Business Model Canvas and Lean Canvas. Traditional Waterfall Product Development has largely given way to more agile and human-centered methods such as in Design Thinking, Customer Development, and the Lean Startup methodology. There is also a plethora of tools that are based on the aforementioned frameworks.
In today's volatile, uncertain, complex, and uncertain environment especially in Silicon Valley (USA), there is a growing cacophony of tools that hardly speak to each other. The situation with lack of communication between tools is reminiscent of that of the biblical Tower of Babel. Consequently, productivity is lower than if there was one common language or platform that could be used for presenting and applying all tools for Business Planning and Execution in startups as well as established companies.
This presentation introduces the visual tool of the Business Model Scorecard which can be used for managing the performance of projects in startups as well as established companies. Based on Einstein's concept of SpaceTime, the Business Model Scorecard focuses on using a SpaceTime Hierarchy: Space or system is related to the question-tag of WHERE; Time is related to the question-tag of WHEN. Space or system is broken down further into four questions or "atoms." WHO, WHY, WHAT, and HOW. These 6 question-tags are seamlessly integrated in the tool of the Business Model Molecule which is one of three sections of the Business Model Scorecard, The other two sections are the time and space zones.
In this presentation, the Business Model Scorecard is presented as a visual platform that offers a shared language for Business Planning, Strategy, and Execution for startups as well as established companies. The Business Model Scorecard can be used for documenting how organizations, projects, and business models work as well as for managing their performances.
Business Plan vs. Business Model vs. Strategy. Eliminate the Blah-Blah-Blah i...Rod King, Ph.D.
In the world of business today, there are 3 “Musketeer”-questions for which there seem to be a virtually infinite amount of answers or “Blah-Blah-Blah!” Entrepreneurs, strategists, investors, and academics alike are struggling to properly answer the 3 Musketeer-questions. The 3 Musketeer-questions are as follows:
What is a business plan?
What is a business model?
What is strategy?
Lack of consensus on the meaning of business plan, business plan, and strategy creates a lot of confusion regarding the conceptualization, planning, and management of business projects in startups as well as established organizations. in the absence of a shared understanding of what business plan, business model, and strategy means, lots of money, energy, and time are wasted on business projects. However, holistically examining and visually defining a business plan, business model, and strategy resolve nearly all of the conflicts between these terms.
The admittedly dense or multi-layered infographic above visually explores and synthesizes meanings of the terms of business plan, business model, and strategy. Also, similarities and differences between the terms can be visually observed. One advantage of the above 1-page infographic is that it could facilitate the creation of a shared visual language for exploring as well as discussing the terms of business plan, business model, and strategy. Visually and deeply understanding the diagram could eliminate the confusion between the terms.
As the saying goes, a picture is worth a thousand words. I’d say, a model is worth more than a thousand pictures. So, happy exploration.
Should you have further comments and questions, do let us know.
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
The 4 Bases of the BUSINESS MODEL DIAMOND: Why Some Businesses Thrive While O...Rod King, Ph.D.
This article introduces a universal model for Business Model Project Management, which covers creative problem solving, strategic management, business model visualization, and project management.
The Linear Business Model Canvas on the Disruptor's Arrow of TimeRod King, Ph.D.
The Linear Business Model Canvas is a simpler, more versatile, and powerful form of the Business Model Canvas, which is non-linear and was created by Alexander Osterwalder. The Linear Business Model Canvas avoids the complexity and non-linear logic of the original Business Model Canvas. No specific graphic layout or canvas is needed for the Linear Business Model Canvas. Consequently, the Linear Business Model Canvas can be applied anywhere and everywhere as well as for all projects in performance improvement, business/strategic planning, and performance management.
THE CUSTOMER DEVELOPMENT ROADMAP FOR BLUE OCEAN STRATEGISTSRod King, Ph.D.
Blue Ocean Strategy - which has the stated goal of creating an uncontested market space while making competitors irrelevant - presents a creative and visual approach for developing Business Strategy. As a tool for creating scalable startups, Blue Ocean Strategy focuses on what Steve Blank calls "Customer Discovery" in his four stage process of Customer Development. The other stages of Blank's Customer Development Methodology are Customer Validation, Customer Creation, and Company Building.
This presentation introduces a visual tool, the Customer Development Roadmap, for integrating ideas from Blank's Customer Development Methodology and Kim & Mauborgne's Blue Ocean Strategy. The Customer Development Roadmap facilitates the learning and application of the Customer Development methodology as well as provides a visual framework for executing Blue Ocean Strategy especially for a scalable startup. A key goal of the Customer Development Roadmap is to better manage the development and reduce the risk of failure of Blue Ocean Startups.
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money W...Rod King, Ph.D.
The Business Model Yacht is a One-Size-Fits-All (OSFA) tool for problem finding, modeling, and solving in any domain. The Business Model Yacht, which can be used by Strategists, Innovators, and Planners, saves time and money when dealing with "wicked" (ill-structured/open/chaotic) problems as well as "tame" (well structured/closed/simple) problems.
http://goo.gl/yjf2QB
QUEST FOR THE ULTIMATE BUSINESS TOOL: Business Plan vs. Business Model Canvas...Rod King, Ph.D.
What is the Ultimate Business Tool (UBT)? Is it the 1-Page Business Plan, Business Model Canvas, Lean Canvas, or Balanced Scorecard?
My research indicates that the Ultimate Business Tool is none of the above. The closest to the ultimate tool is Mathew May's Play-To-Win Strategy Canvas. Going beyond the Play-To-Win Strategy Canvas is the RODopoly Gameboard which holistically answers the seven RODopoly questions. These questions are based on many ideas including Roger Martin's cascade of 5 Strategy Questions as well as Porter's Five Forces and Brandenburger & Nalebuff's Value Net.
With regard to the Ultimate Business Tool, I'd nominate the Seven RODopoly Questions, for the right questions are more important than the tools. Without questions, tools do not have much relevance. Questions define the goal or Job To Get Done (JTGD) of tools.
Albert Einstein once said, "The important thing is not to stop questioning." What more can I say?
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
Business Model Design, For a Competitive StartupMotaz Agamawi
We will go together through a journey on how we can build a competitive startup.
We are going to explore together the different stages we need to cover to reach a competitive startup.
Due to the available time of the workshop, we will not be able to go deeper, we will just try to identify what we need to do.
Our real Objective is how to reach Competitiveness. Through the Commercializing of technologies (ideas) which creates wealth for Individuals and Nations.
Simple Business Model Classification System: Business Model Pipes, Valleys, a...Rod King, Ph.D.
"There are three business model shapes in every industry on the planet." Rod King
***
Millions of businesses and myriad business models exist in the world. However, every business or business model has one of three business model shapes: pipe, valley, or diamond. The graphic above presents a simple business model classification system that is based on the three shapes of business models: pipes, valleys, and diamonds. Every business model platform has the shape of either a valley or a diamond.
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.
Red Ocean Disruption (ROD) Storyboard: The One Tool for Business Model Moviem...Rod King, Ph.D.
The Red Ocean Disruption (ROD) Storyboard is a dynamic visual template for answering the 3 basic questions in every change management project, The ROD Storyboard provides a visual platform and common language for Business Model Moviemakers, Storytellers, Strategists, Planners, and Problem Solvers.
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
BCG-Business Model Strip: A Visual Tool for Continuously Improving and Innova...Rod King, Ph.D.
This is an article that presents the BCG-Business Model Strip which synthesizes ideas from the Boston Consulting Group (BCG) approach to business model innovation and Rod King's tool of the Business Model Strip. Unlike in tools such as the Business Model Canvas and Lean Canvas which have limited uses especially for business (profit) model improvement projects, the BCG-Business Model Strip can be used for translating an ambidextrous strategy into reality. The BCG-Busines Model Strip can be used for exploration (business/profit model innovation) projects as well as exploitation (business/profit model improvement) projects. In short, the BCG-Business Model Strip is the only business (profit) model visualization tool that can be used for managing both Lean Startup and Six Sigma projects.
This is the deck from a talk we gave on New Approaches to Business Model Innovation at the Product Development Management Association (PDMA) Summer Innovation Event in Detroit Michigan.
Many organizations focus on driving innovation through new products and services. While these are productive and profitable sources of innovation, organizations that consider innovating against a broader definition of their business model -- including not only WHAT they sell, but also HOW their business operates and delivers value, will find new opportunities to drive top and bottom line growth and ensure that they stay relevant in an increasingly turbulent marketplace.
In this presentation, The Garage Group introduces practical frameworks and exercises to enable Business Model Innovation:
● The “What/How” framework, which can be used to map and plan business model innovation within any organization.
● Examples from multiple industries to inspire Innovation across unexpected elements of organizations’ business models.
● A templated exercise to capture multiple elements of your organization’s business model which could be prime for innovation.
The Garage Group is a new kind of strategy firm building entrepreneurial processes and capabilities for innovation.
BUSINESS MODEL MOVIEMAKING: Rapidly Visualize, Prototype, and Test Your BUSIN...Rod King, Ph.D.
In this presentation on Business Model Moviemaking, the Business Model Strip is used as a template to visualize a BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model. Examples of Business Plots and Strategy Stories are taken from companies such as Future Plc, Fremantle Media, Hornby, and Apple.
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Ex...Rod King, Ph.D.
In Silicon Valley, there is radical transformation in tools that are used for Business Planning, Strategy, and Execution. With regard to startups, the traditional and voluminous Business Plan is being widely and rapidly replace by one-page tools such as the Business Model Canvas and Lean Canvas. Traditional Waterfall Product Development has largely given way to more agile and human-centered methods such as in Design Thinking, Customer Development, and the Lean Startup methodology. There is also a plethora of tools that are based on the aforementioned frameworks.
In today's volatile, uncertain, complex, and uncertain environment especially in Silicon Valley (USA), there is a growing cacophony of tools that hardly speak to each other. The situation with lack of communication between tools is reminiscent of that of the biblical Tower of Babel. Consequently, productivity is lower than if there was one common language or platform that could be used for presenting and applying all tools for Business Planning and Execution in startups as well as established companies.
This presentation introduces the visual tool of the Business Model Scorecard which can be used for managing the performance of projects in startups as well as established companies. Based on Einstein's concept of SpaceTime, the Business Model Scorecard focuses on using a SpaceTime Hierarchy: Space or system is related to the question-tag of WHERE; Time is related to the question-tag of WHEN. Space or system is broken down further into four questions or "atoms." WHO, WHY, WHAT, and HOW. These 6 question-tags are seamlessly integrated in the tool of the Business Model Molecule which is one of three sections of the Business Model Scorecard, The other two sections are the time and space zones.
In this presentation, the Business Model Scorecard is presented as a visual platform that offers a shared language for Business Planning, Strategy, and Execution for startups as well as established companies. The Business Model Scorecard can be used for documenting how organizations, projects, and business models work as well as for managing their performances.
Business Plan vs. Business Model vs. Strategy. Eliminate the Blah-Blah-Blah i...Rod King, Ph.D.
In the world of business today, there are 3 “Musketeer”-questions for which there seem to be a virtually infinite amount of answers or “Blah-Blah-Blah!” Entrepreneurs, strategists, investors, and academics alike are struggling to properly answer the 3 Musketeer-questions. The 3 Musketeer-questions are as follows:
What is a business plan?
What is a business model?
What is strategy?
Lack of consensus on the meaning of business plan, business plan, and strategy creates a lot of confusion regarding the conceptualization, planning, and management of business projects in startups as well as established organizations. in the absence of a shared understanding of what business plan, business model, and strategy means, lots of money, energy, and time are wasted on business projects. However, holistically examining and visually defining a business plan, business model, and strategy resolve nearly all of the conflicts between these terms.
The admittedly dense or multi-layered infographic above visually explores and synthesizes meanings of the terms of business plan, business model, and strategy. Also, similarities and differences between the terms can be visually observed. One advantage of the above 1-page infographic is that it could facilitate the creation of a shared visual language for exploring as well as discussing the terms of business plan, business model, and strategy. Visually and deeply understanding the diagram could eliminate the confusion between the terms.
As the saying goes, a picture is worth a thousand words. I’d say, a model is worth more than a thousand pictures. So, happy exploration.
Should you have further comments and questions, do let us know.
Slides from a recent speech in front of 1500 people on:
- Why business model innovation is important
- What a business model is
- How to design and implement innovative business models using a design thinking approach.
Many cases illustrate how to do it in practice.
The 4 Bases of the BUSINESS MODEL DIAMOND: Why Some Businesses Thrive While O...Rod King, Ph.D.
This article introduces a universal model for Business Model Project Management, which covers creative problem solving, strategic management, business model visualization, and project management.
The Linear Business Model Canvas on the Disruptor's Arrow of TimeRod King, Ph.D.
The Linear Business Model Canvas is a simpler, more versatile, and powerful form of the Business Model Canvas, which is non-linear and was created by Alexander Osterwalder. The Linear Business Model Canvas avoids the complexity and non-linear logic of the original Business Model Canvas. No specific graphic layout or canvas is needed for the Linear Business Model Canvas. Consequently, the Linear Business Model Canvas can be applied anywhere and everywhere as well as for all projects in performance improvement, business/strategic planning, and performance management.
THE CUSTOMER DEVELOPMENT ROADMAP FOR BLUE OCEAN STRATEGISTSRod King, Ph.D.
Blue Ocean Strategy - which has the stated goal of creating an uncontested market space while making competitors irrelevant - presents a creative and visual approach for developing Business Strategy. As a tool for creating scalable startups, Blue Ocean Strategy focuses on what Steve Blank calls "Customer Discovery" in his four stage process of Customer Development. The other stages of Blank's Customer Development Methodology are Customer Validation, Customer Creation, and Company Building.
This presentation introduces a visual tool, the Customer Development Roadmap, for integrating ideas from Blank's Customer Development Methodology and Kim & Mauborgne's Blue Ocean Strategy. The Customer Development Roadmap facilitates the learning and application of the Customer Development methodology as well as provides a visual framework for executing Blue Ocean Strategy especially for a scalable startup. A key goal of the Customer Development Roadmap is to better manage the development and reduce the risk of failure of Blue Ocean Startups.
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.
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 Global Business Model (GBM) Plan for Improving Wellness of Healthcare and...Rod King, Ph.D.
There are many pundits who say that the US Healthcare Industry is sick and about to be massively disrupted as well as made leaner. How should an organization in the Healthcare Industry rapidly sense and respond while making changes to their business model? In the expected healthcare environment, which would be volatile, uncertain, complex, and ambiguous, should organizations use their traditional strategic and business plans.
The traditional strategic or business plan has much in common with the now extinct dinosaurs. Traditional strategic and business plans are voluminous, rigid, and slow to respond to disruptive environmental changes. To survive and thrive in a massively disruptive environment, organizations must have lean and adaptive strategic/business plans.
To date, there are several one-page documents that are being used in place of the traditional strategic/business plan. Examples include the One-Page Business Plan and the Business Model Canvas. Although the One-Page Business Plan and Business Model Canvas are lean and flexible, these documents do not use a holistic approach that is required for healthcare ecosystems. This presentation therefore introduces the Global Business Model (GBM) Plan, which integrates on a single page the Business Model Canvas and the Business Model Environment. The GBM Plan also provides a platform for mixing and matching tools for improving and innovating on business models.
ROLLER COASTER MODEL for Customer Growth Hacking in Lean Startups and Establi...Rod King, Ph.D.
The Roller Coaster Model presents a holistic approach for discovering and solving problems not only in Lean Startups but also in established organizations. The proposed tool for the Roller Coaster Model is the all-in-one tool of the OTHER Loop. OTHER is an acronym for Observe; Think; Hypothesize; Experiment; Reflect.
Berghs Design Management: Sustainable InnovationPEOPLE PEOPLE
Key slides from one day education in Design Management focusing on Product Innovation and Sustainable Innovation Management methods developed by People People. Berghs School of Communication is a school located in central Stockholm, Sweden. Every year about 3000 people study strategic and creative educational programs within market communications at several levels and formats.
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.
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?
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
Business Model Genome: How Great Leaders, Managers, and Strategists HOLISTICA...Rod King, Ph.D.
The world's greatest leaders, managers, and strategists holistically discover and solve problems. Yet, many publications especially business books present fragmented frameworks and tools for discovering and solving problems especially with a view to business model improvement and innovation. This presentation introduces the Business Model Genome, which is a holistic visual framework that facilitates multilevel problem solving especially using a Why-What-How or End-Ways-Means Hierarchy.
Understanding the logic of the Business Model Genome framework improves the use of many frameworks in business including traditional tools such as the 5 Forces, Value Chain, and Balanced Scorecard as well as recent tools such as Business Model Canvas and Lean Canvas. Leaders, Managers, and Strategists can use the versatile framework of the Business Model Genome to discover and solve problems in any domain.
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.
Why do we need business models or Mindset behind Business Model ApproachVasily Ryzhonkov
Entrepreneurship is about creating innovative ideas and transforming them into ventures that generate value. Through the years the only way how entrepreneurs documented their ideas and presented to investors was writing business plans. However, it is widely recognized that business plans immediately become obsolete after first meeting with reality. Business plans are also too long to write, they are seldom updated, almost never read by others (even investors for whom they were written). Nowadays everyone in the entrepreneurship world speaks about business model as more important issue than business plan. There are plenty of materials about what is a business model, how to use them; more than 40 different types of business models appeared since 1985 (M. Porter). However, only a few words said about why and when particular model of business model should be used for idea development and venture creation. This article is aimed at disclosure of mindset behind business model approach to entrepreneurship. Second purpose is to define main ways how business models could be applied to entrepreneurship.
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Star...Rod King, Ph.D.
It's going to a decade since the book, "Blue Ocean Strategy," was published by W. Chan Kim and Renee Mauborgne. However, over 99% of strategists, entrepreneurs, and innovators are struggling to translate the theory of Blue Ocean Strategy into practice. Meanwhile, established organizations as well as (lean) startups are failing and going bankrupt.
This presentation features the Red Ocean Disruption (ROD) Stack, which is a set of visual tools for comprehensively developing and managing Red Ocean Disruption (Blue Ocean) Strategy. The Idea Lifecycle provides a roadmap as well as tollgates of the journey towards the Blue Ocean.
http://goo.gl/j0rc4V
The Power of Business Model Pivots: How Underdogs Slay Top Dogs in Business a...Rod King, Ph.D.
What do startups like Twitter, GroupOn, and PayPal have in common? Each of these startups changed a vital block of their initial business model; in other words, they pivoted to a more successful business model and strategy. In contrast, companies such as Kodak and Blockbuster went bankrupt because they failed to pivot on their strategy and business model.
This presentation offers a visual framework - Business Model Pivot (BMP)-Mind Map - for summarizing and discussing business model pivots as well as generating ideas for business model innovation and disruption.
A Business DNA Map of the Business Model CanvasRod King, Ph.D.
This is a presentation that features an all-in-one tool for Business Model Innovation, Strategic Planning, and Performance Management. In business today, there are hundreds of tool. However, many of these tools are complex, disparate, and difficult to use. The Business DNA Map provides a visual plaftorm for presenting all planning tools. The Business DNA Map uses a visual story (narrative) framework to integrate the disparate tools of Business Model Innovation, Strategic Planning, and Performance Management.
4Q-Canvas: 4 Questions for Discovering and Solving Customer Problems EverywhereRod King, Ph.D.
There are myriad problems in the world. However, problems are discovered and solved using just 4 basic questions: Why? Who? What? How? These 4 Questions (4Q) are mainly presented using a blank template of the 4Q-Canvas. Nevertheless, some other visual templates such as the 4Q-Iceberg and 6Q-Star are shown.
Also, included are variations of the 4Q-Canvas for problem discovery and solving in various domains. This presentation illustrates the power of using the 4Q-Canvas for Universal Problem Solving.
There is always much debate between different practices and methodologies which usually cascade into subjective opinions and preferences. In this talk we will explore some of the key principles behind Agile, Lean, Lean startup and traditional waterfall methods in context to the product domain you are working within. We will explore how iterative Agile and Lean delivery models benefit learning and exploration, whilst comparing the contextual application, risks benefits and pitfalls of different methodologies.
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?
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.
Total Design Thinking (TDT) Platform … for Exponential Learning Entrepreneurs...Rod King, Ph.D.
Ignorance is perhaps the biggest obstacle towards achieving insanely great goals, dreams, and visions. We like to think that we know how to achieve our insanely great goals, dreams, and visions. However, judging by the dismal failure rate of goal achievement (at least, 90% of goals are not achieved every year), the large majority of people still lack the knowledge for achieving their goals. And self-help books with their platitudes and cliches are not of much help either. So, what are we to do?
The high level or conceptual solution is to eliminate ignorance especially regarding the obstacle that prevents someone from achieving his or her goal. A more concrete solution is to take action to remove the obstacles of ignorance. But how?
For over 20 years, I've been studying how "Exponential Learners" remove the obstacles of ignorance. It's amazing that "Exponential Learners" use and master a simple process that can fit in and on one's hand. The process is called "Exponential Learning" and it differs from the conventional process of "Linear Learning." While Linear Learners use "pipes" or sequential learning, Exponential Learners use "platform" or networked (integrated) learning.
The process of "Exponential Learning" consists of two parts. The first part deals with a Pain Solving Question (PSQ) and the second part deals with the Pain-Plan-Do-Review (PPDR) Cycle. The elements of the PPDR Cycle are allocated to the fingers of a hand as follows: Pain (Index finger); Plan (Middle finger); Do (Ring finger); Review (Little finger). The thumb is associated with the Pain Solving Question (PSQ). In principle, that's all you need to continuously eliminate ignorance in any domain. And there you have it ... the five blocks of the Total Design Thinking (TDT) Platform ... also known as Community Happiness Canvas or Hand Mapping ... fitting on one hand.
This presentation introduces the Total Design Thinking Platform and its five building blocks, which constitute the Total Design Thinking Cycle or Total Happiness Canvas. Examples are presented on how to use the Total Happiness Canvas, Hand Map, or Total Design Thinking Cycle.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
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.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
[Note: This is a partial preview. To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
Sustainability has become an increasingly critical topic as the world recognizes the need to protect our planet and its resources for future generations. Sustainability means meeting our current needs without compromising the ability of future generations to meet theirs. It involves long-term planning and consideration of the consequences of our actions. The goal is to create strategies that ensure the long-term viability of People, Planet, and Profit.
Leading companies such as Nike, Toyota, and Siemens are prioritizing sustainable innovation in their business models, setting an example for others to follow. In this Sustainability training presentation, you will learn key concepts, principles, and practices of sustainability applicable across industries. This training aims to create awareness and educate employees, senior executives, consultants, and other key stakeholders, including investors, policymakers, and supply chain partners, on the importance and implementation of sustainability.
LEARNING OBJECTIVES
1. Develop a comprehensive understanding of the fundamental principles and concepts that form the foundation of sustainability within corporate environments.
2. Explore the sustainability implementation model, focusing on effective measures and reporting strategies to track and communicate sustainability efforts.
3. Identify and define best practices and critical success factors essential for achieving sustainability goals within organizations.
CONTENTS
1. Introduction and Key Concepts of Sustainability
2. Principles and Practices of Sustainability
3. Measures and Reporting in Sustainability
4. Sustainability Implementation & Best Practices
To download the complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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.
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.
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.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
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BUSINESS MODEL DEVELOPMENT FOR BLUE OCEAN STARTUPS
1. BUSINESS MODEL DEVELOPMENT
FOR BLUE OCEAN STARTUPS
A One-stop Toolkit for Discovering, Validating, and Managing Your Business Model
Dr. Rod Kuhn King
Visual Problem Solver, Inventor, and Magician
2. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business Model Development (BMD)
Involves a
Visual Integration of
Best Practice Methodologies
Including
Kim & Mauborgne’s Blue Ocean Strategy
Steve Blank’s Customer Development
Eric Ries’s Lean Startup
Alex Osterwalder’s Business Model Canvas
Rod King’s Wisdomsourcing Map
3. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business Model Development (BMD)
Is a More Cost-Effective Way
To Design, Launch, and Manage Businesses
Especially
4. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business Model Development (BMD)
Recognizes That
Business Plan Development (BPD)
Is an Ineffective and Unsuitable Approach
In a World of Rapid Commoditization,
Great Uncertainty, and Limited Resources
Such as in the World of
5. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
The Paradigm of
Business Model Development (BMD)
Assumes That Businesses
Should Be Conceived, Launched, and Managed
Like in Successful Magic Theater:
Customers Should Be Put First
In Order to Design and Deliver
Oh My God (OMG)-Customer Experiences
6. RAPID DEPLOYMENT AND LEARNING TIME AND MONEY SAVINGS
EASIER TO UNDERSTAND AND APPLY
CAN BE LINKED TO AND INTEGRATED
WITH ALL TOOLS FOR
CUSTOMER PROBLEM SOLVING
VERSATILE: APPLICABLE TO
SOFTWARE AND NON-SOFTWARE
BUSINESSES
FACILIITATES COLLABORATION
ADVANTAGES
OF
BUSINESS MODEL DEVELOPMENT
(BMD)
FOR BLUE OCEAN STARTUPS
SCALABLE AND FRACTAL TOOLS
“FUNNER” TO USE
ADVANTAGES OF BUSINESS MODEL DEVELOPMENT
FOR BLUE OCEAN STARTUPS
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
7. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Key
OMG-Experience:
Undesirable Experience:
Profit Margin
No. of Direct Competitors
(Level of Commoditization)
Blue Ocean
(“Practical Impossibility”)
Luxury Spot
Disruption Spot
Green Ocean Red Ocean
JOURNEY OF
THE BLUE OCEAN STARTUP
3
100%
6
10%
20%
10 (Global)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
8. (-): PAIN
(+): DELIGHT 2
Profit Margin
Direct Competitors
(Commoditization)
(+): DELIGHT 1
Industry Attractiveness
(Market Growth)
New
Market
Space
Existing
Market
SpaceKey
OMG-Experience:
Undesirable Experience:
GURUS
Market (Customer Problem/Goal): ……………………………………………
BLUE OCEAN STARTUP Cube
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
9. CUSTOMER CREATION PYRAMID FOR
THE BLUE OCEAN STARTUP
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Delighters
Satisfiers
Dissatisfiers
Delighters
Satisfiers
Dissatisfiers
Delighters
Satisfiers
Dissatisfiers
NON-COMPETITORS
(Remote Industries/Economy:
Sectoral & Geographical Non-alternatives)
DIRECT COMPETITORS
(Core Sector/Strategic Groups:
Substitutes)
BUSINESS
(New) Customer Value Proposition/Market: …………………………………………………………………..
NON- CUSTOMERS
o Profitable
o Break-even
o Unprofitable
Oh My God-
Product/Service
Why?
How?
Why?
How?
Why?
How?
INDIRECT COMPETITORS
(Peripheral/Adjacent Industries:
Alternatives/Value Chain Complements)
Diffusion (Word-of-mouth) Potential = Delighters + Satisfiers - Dissatisfiers
GURUS
10. CUSTOMER PERSPECTIVE (Voice of the Customer) BUSINESS PERSPECTIVE (Voice of the Business)
DEFINITION OF
OH MY GOD (OMG)-PRODUCT
GURUS
An Oh My God (OMG)-Product delivers an uncontested
experience or value which is so remarkable that the large
majority of customers say: “Oh My God!”
An Oh My God (OMG)-Product is an uncontested market
leader in a fast growing niche or market segment, that is, an
OMG-Product has a market share of at least three times that
of the nearest competitor as well as has a market growth rate
of at least 10% a year.
In addition, the OMG-Product has a profit margin of at least
20%.
DEFINITION OF
OH MY GOD (OMG)-PRODUCT
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
11. ARCHETYPAL STRATEGIES
FOR DESIGNING OH MY GOD (OMG)-PRODUCTS
GURUS
ARCHETYPAL
STRATEGIES
Existing Market (Segment)
(Compete on Existing Dimensions of
Customer Experience: Cost vs. Value or Diff.)
“Luxury Spot” Business Model:
High Differentiation & High Cost Strategy
“Disruption Spot” Business Model:
Low Cost or Disruptive Innovation Strategy
“Practical Impossibility” Business Model:
Emerging Blue Ocean Strategy
“Sweet Spot” Business Model:
High Differentiation & Moderate Cost
Strategy
New Market (Universe)
(Compete on New Dimensions of
Customer Experience: Pain vs. Delight)
“New Market” Business Model:
Ideal Market Disruption Strategy/
Ideal Blue Ocean Strategy/
Ideal Market Strategy
Zooming-in
Market Strategies
Zooming-out
Market Strategy
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
12. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
PROBLEM-SOLUTION
MAP
PROBLEM-SOLUTION MAP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
PROBLEM SOLUTION
13. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“PUSH” BUSINESS MODEL DEVELOPMENT “PULL” BUSINESS MODEL DEVELOPMENT
GURUS
Supply-oriented Approach
Product-centric
Waterfall Model: Linear Product Development
Production Line/Chain Model
Classic Competitive Strategy
Traditional Business Plan
Traditional Strategic Plan
Traditional Balanced Scorecard
Long Cycle for Product Development
High Risk of Product-Market Misfit
Suitable in a Routine/Predictable World of Little or No Risk
as well as Great Access to Resources
Demand-oriented Approach
Customer-centric
Customer Development Model (Steve Blank): Iterative
Lean Startup Model (Eric Ries): Continuous Learning And
Rapid Prototyping/Deployment
Blue Ocean Startup (Rod King)
Blue Ocean Strategy
Disruptive Innovation Strategy
Crowdsourcing
QFD/Voice of the Customer
Six Sigma/Lean Thinking/
Agile Development/Just-In-Time
Concurrent Engineering
“PUSH” vs. “PULL”
BUSINESS MODEL
DEVELOPMENT
“PUSH” vs. “PULL”
BUSINESS MODEL DEVELOPMENT
14. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
BUSINESS MODEL
DEVELOPMENT
(BMD) MAP
4 STAGES IN THE WEB OF
BUSINESS MODEL DEVELOPMENT
1. BUSINESS MODEL PROBLEM & DISCOVERY 2. BUSINESS MODEL VALIDATION
3. BUSINESS MODEL EXECUTION 4. BUSINESS MODEL MANAGEMENT
15. ITENNBUSINESS MODEL
PROBLEM & DISCOVERY
What’s the evidence?
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS MODEL PROBLEM & DISCOVERY
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
16. ITENNBUSINESS MODEL
VALIDATION
What’s the evidence?
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS MODEL VALIDATION
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
17. ITENNBUSINESS MODEL
EXECUTION
What’s the evidence?
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS MODEL EXECUTION
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
18. ITENNBUSINESS MODEL
MANAGEMENT
What’s the evidence?
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS MODEL MANAGEMENT
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
19. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
THE 2 WORLDS OF
BUSINESS MODEL
DEVELOPMENT
THE 2 WORLDS OF BUSINESS MODEL DEVELOPMENT
BUSINESS MODEL PROBLEM & DISCOVERY BUSINESS MODEL VALIDATION
BUSINESS MODEL EXECUTION BUSINESS MODEL MANAGEMENT
WORLD OF BUSINESS MODEL SEARCH
(For ‘Startups/Entrepreneurs/Founders’)
WORLD OF BUSINESS MODEL EXECUTION
(For ‘Established Companies/Accountants’)
20. GURUS
PROBLEM UNIVERSE GOAL UNIVERSE
EXECUTION UNIVERSE LIFESPACE RESOURCES
(Internal/External)
WISDOMSOURCING
CANVAS
Theme:
WISDOMSOURCING CANVAS
A Zoomable Jigsaw Puzzle for Collaboratively Solving Problems and Presenting Solutions
Date: ……………………..……
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
21. BUS. MODEL DEVELOPMENT FOR THE BLUE OCEAN STARTUP
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Theme: ………………………………………………………………………………………… Date: …………………..…..
BUSINESS MODEL DEVELOPMENT (BMD) FOR THE BLUE OCEAN STARTUP
GENERIC ACTIVITIES FOR CORE & PERIPHERAL INDUSTRIES BUSINESS MODEL (CUSTOMER/PRODUCT)
WISDOMSOURCING
CANVAS
COLLABORATIVE PROBLEM SOLVING TASKS FOR
PROCESS/INDUSTRY/BUSINESS MODEL/PRODUCT
PROBLEM/
DISCOVERY
VALIDA-
TION
EXECU-
TION
MANAGE-
MENT
PROBLEM UNIVERSE:
GLOBAL PROBLEM
MAPPING
Collect/Define/Measure/Verify Problems, Pains, and Trade-offs
in System for Customer Segments/Personas
Organize/Group/Analyze Problems, Pains, and Trade-offs
Prioritize/Verify Big Urgent Market Pain (BUMP)
GOAL UNIVERSE:
GLOBAL GOAL
& STRATEGY
MAPPING
Collect/Generate/Verify OMG-Goals, Objectives, Strategies,
Tactics, Targets & Processes for Eliminating BUMP
Organize/Group/Generate a Hierarchy of OMG-Goals,
Objectives, Strategies, Tactics, Targets & Processes
Prioritize/Verify OMG-Goals, Objectives, Strategies, Tactics,
Targets & Processes and Synthesize into a Plan/Prototype
EXECUTION UNIVERSE:
GLOBAL STRATEGY
EXECUTION
Implement, Control, and Validate Plan/Prototype Reflecting
OMG-Goals, Objectives, Strategies, Tactics, Targets & Processes.
Prepare Project Charter and Form Project Team with Diverse
Members (Customers and Non-customers)
Mission/Vision: …………………….………………………………………………….
GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
22. MEMBER 4
MEMBER 6
MEMBER 1
MEMBER 5
MEMBER …
MEMBER 3
PROJECT TEAM FOR:
MEMBER 7
MEMBER 2
PROJECT TEAM FOR THE BLUE OCEAN STARTUPGURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
23. Ron Johnson
Phillip Schiller
Steve Jobs
Bruce Sewell
Peter Oppenheimer
Tim Cook
APPLE INC.:
Executives
(2010)
Scott Forstall
Jonathan Ive
PROJECT TEAM Template: Example
EXECUTIVE TEAM FOR APPLE INC.
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
24. MEMBER/CONTACT 4
MEMBER/CONTACT 6
MEMBER/CONTACT 1
MEMBER/CONTACT 5
MEMBER/CONTACT …
MEMBER/CONTACT 3
SOCIAL NETWORK/
CONTACTS FOR:
MEMBER/CONTACT 7
MEMBER/CONTACT 2
SOCIAL NETWORK FOR THE BLUE OCEAN STARTUPGURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
25. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
The Methodology of
Business Model Development (BMD)
Seamlessly Integrates
Major Breakthrough Ideas and Tools
In Customer Development,
Collaboration, Business Creativity,
Strategy, Innovation, and
Performance Management
Over the Last 50 Years
26. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business Model Development (BMD)
Helps to Reduce
the Risk of Failure of Businesses
Especially Scalable Startups
By Facilitating
the Discovery, Validation, Execution,
and Management of
Business Models
27. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business Model Development (BMD)
Also Helps Individuals and Teams
To Deploy
Any Business Process or Methodology
In a
Simpler, Faster, and Funner Way
28. ITENN
E: ENVIRONMENT PROBLEMS
Inadequate Profit Margin/Cash
Flow/Return On Investment
Hyper-competition
Commoditization: Red Ocean
Ineffective Partners; Conflicts
Volatile/Chaotic Environment
P: PROCESS PROBLEMS
Incomplete Global Value Chain/
Business Model; Waste
Inadequate Business Processes:
Business Model Development/
Innovation/Strategy/Execution
Ineffective Marketing/Sales
S: SUPPLIER/MATERIAL
PROBLEMS
Inadequate Suppliers
Inadequate Materials
R: RETAILER/DISTRIBUTOR/
CHANNEL PROBLEMS
Inadequate Channels/
Distributors/Logistics
Inadequate Branding/Marketing/
Advertising
O: OUTPUT (PRODUCT/
SERVICE) PROBLEMS
Product-Market Misfit
Service-Market Misfit
Ineffective Pricing Model/
Strategy
Slow Prototyping/Deployment
Unacceptable Defects/Design
E: EMPLOYEE/KNOWLEDGE
ASSETS/CULTURE PROBLEMS
Unrealistic Vision/Forecast/Target
Ineffective Team/Culture
Ineffective Business Strategy
Ineffective Product Development
Ineffective Strategic Alignment
Inadequate Learning/Insights
WHY DO BUSINESSES
(STARTUPS) FAIL AND DIE?
INEFFECTIVE/INADEQUATE
Customer Value Proposition
Business Value (Experience)
Customer Value (Experience)
Competitive Advantage
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION PROBLEMS
Inadequate Machinery/
Equipment/Tools
Inadequate Technology
Inadequate Infrastructure
Inadequate Location
C: CUSTOMER/CONSUMER &
RELATIONSHIP PROBLEMS
Inadequate No. of Customers
Inadequate Market Growth Rate
Inadequate Customer Relation-
ships/Loyalty
Inadequate Collaboration/‘VoC’
WHY DO BUSINESSES (STARTUPS) FAIL AND DIE?GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
29. WHY?
HOW MANY? HOW MUCH?
WHAT (JOBS)?
HOW?
WHAT NEXT?
WHERE?
CUSTOMER JOBS TO BE DONE
(JBTD)
What’s the evidence?
WHEN?
WHO?
CUSTOMER JOBS TO BE DONE (JBTD)
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
30. ITENNCOMPETITORS’
PRODUCTS/SERVICES
What’s the evidence?
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
COMPETITORS’ PRODUCTS/SERVICES
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
31. WHY?
HOW MANY? HOW MUCH?
WHAT (PROBLEMS)?
HOW?
WHAT NEXT?
WHERE?
COMPETITORS’ PROBLEMS:
Weaknesses
Threats
What’s the evidence?
WHEN?
WHO?
COMPETITORS’ PROBLEMS
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
32. WHY?
HOW MANY? HOW MUCH?
WHAT (PROBLEMS/PAIN)?
HOW?
WHAT NEXT?
WHERE?
CUSTOMER PROBLEMS (PAIN)
What’s the evidence?
WHEN?
WHO?
CUSTOMER PROBLEMS
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
33. WHY?
HOW MANY? HOW MUCH?
WHAT (PROBLEMS)?
HOW?
WHAT NEXT?
WHERE?
BUSINESS PROBLEMS (PAIN)
What’s the evidence?
WHEN?
WHO?
BUSINESS PROBLEMS
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
34. CAUSE 4
CAUSE 6
CAUSE 1
CAUSE 5
CAUSE …
CAUSE 3
ROOT-CAUSE MAP
-------------------------------
MAIN PROBLEM (EFFECT):
What’s the evidence?
CAUSE 7
CAUSE 2
ROOT-CAUSE MAP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
35. WHY (MISSION)?
HOW MANY? HOW MUCH?
WHAT (VISION)?
HOW?
WHAT NEXT?
WHERE?
BUSINESS VISION
WHEN?
WHO?
BUSINESS VISION
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
36. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
WHAT IS A BUSINESS MODEL?
A Business Model or Value Chain
is a Schema of
How an Organization or Industry Operates
to Deliver Value
Especially Profit and
Oh My God-Customer Experiences
37. ITENN
ENVIRONMENT
UNIVERSAL MODEL OF A SYSTEM
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SYSTEM
OUTPUTPROCESSING
INPUT
(Elements)
FEEDBACK (“Pivot”/Learning Cycle)
38. ITENN
ENVIRONMENT
UNIVERSAL BUSINESS SYSTEM
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SUPPLIERS/
MATERIALS
Partners CompetitorsInvestor
CUSTOMERS/
CONSUMERS
Government Society
RETAILERS/
CHANNELS
BUSINESS
OUTPUT
(Product/
Service)
PROCESSING
(PROCESSES)
INPUT
(EMPLOYEES/
MACHINERY)
FEEDBACK (“Pivot”/Learning Cycle)
39. INPUT (ELEMENT) 4 : X4
INPUT (ELEMENT) 6 : X6
INPUT (ELEMENT) 1: X1
INPUT (ELEMENT) 5 : X5
INPUT (ELEMENT) … : X…
INPUT (ELEMENT) 3 : X3
VISUAL EQUATION FOR
A SYSTEM
-------------------------------
OUTCOME OR OUTPUT (Y)
=
FUNCTION OF INPUTS (X)
INPUT (ELEMENT) 7 : X7
INPUT (ELEMENT) 2 : X2
VISUAL EQUATION FOR A SYSTEM
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
40. ITENNE: ENVIRONMENT P: PROCESSES
S: SUPPLIERS/MATERIALS
R: RETAILERS/DISTRIBUTORS/
CHANNELS
O: OUTPUTS (PRODUCT/
SERVICE)
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE
GLOBAL VALUE CHAIN:
OUTCOMES/GOALS
Customer Value Proposition (Job)
Business Value = Revenue/Cost
Customer Value (Experience) =
Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
C: CUSTOMERS/CONSUMERS &
RELATIONSHIPS
GLOBAL VALUE CHAIN
Zoomable Elements of a Value Chain or Business Model: “SEMPORCE”
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
41. ITENNE: ENVIRONMENT WASTE P: PROCESS WASTE
S: SUPPLIER/MATERIAL WASTE
R: RETAILER/DISTRIBUTOR/
CHANNEL WASTE
O: OUTPUT (PRODUCT/
SERVICE) WASTE
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE WASTE
GLOBAL VALUE CHAIN
WASTE:
OUTCOMES/DEFECTS
Customer Value Proposition (Job)
Business Value = Revenue/Cost
Customer Value (Experience) =
Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION WASTE
C: CUSTOMER/CONSUMER WASTE
GLOBAL VALUE CHAIN WASTEGURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
42. ITENNE: ENVIRONMENT HYPOTHESES P: PROCESS HYPOTHESES
S: SUPPLIER/MATERIAL
HYPOTHESES
R: RETAILER/DISTRIBUTOR/
CHANNEL HYPOTHESES
O: OUTPUT (PRODUCT/
SERVICE) HYPOTHESES
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE HYPOTHESES
GLOBAL VALUE CHAIN
HYPOTHESES:
EXPECTATIONS FOR
Customer Value Proposition (Job)
Business Value = Revenue/Cost
Customer Value (Experience) =
Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION HYPOTHESES
C: CUSTOMER/CONSUMER
HYPOTHESES
GLOBAL VALUE CHAIN HYPOTHESES
Formulate, Test, and Validate Hypotheses for Elements of Value Chain or Business Model
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
43. ITENNGLOBAL VALUE CHAIN:
GOALS
Customer Value Proposition (Job)
Business Value = Revenue/Cost
Customer Value (Experience) =
Customer Delight/Customer Pain
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GOALS OF GLOBAL VALUE CHAIN
Collaboratively List and/or Sketch Goals Including Elements of Vision, Value Proposition,
Business Value, and Customer Value
51. ITENN
E: ENVIRONMENT
ENVIRONMENT
Collaboratively List and/or Sketch Elements of Environment:
Partners/Complementors/Competitors/Industries/Investors/Government/NGOs/Enemies/Society
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
52. ITENNE: ENVIRONMENT
• Competitors/Industry/Economy
• Partners/Complementors
• Investors/Board of Directors
• Public/Society/Enemies/Non-customer
• Government/NGOs/Environment
P: PROCESSES
• Preparing/Searching/Discovering
• Purchasing/Leasing
• Receiving/Delivering/Learning/Installing
• Using/Sharing/Complementing
• Maintaining/Storing/Managing/Disposing
S: SUPPLIERS/MATERIAL E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE
GLOBAL VALUE CHAIN
(PERFORMANCE DASHBOARD)
OUTCOMES/GOALS
Customer Value Proposition (Job)
Business Value = Revenue/Cost
Customer Value (Experience) =
Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
C: CUSTOMERS & CONSUMERS
RELATIONSHIPS
Core Customers/Users/Influencers
Peripheral Customers/Users/Influ.
Remote Customers/Users/Influ.
GENERIC ELEMENTS OF GLOBAL VALUE CHAIN
Collaboratively List, Sketch, Organize, and/or Manage Metrics for Elements of Value Chain
GURUS
R: RETAILERS/DISTRIBUTORS/
CHANNELS
Retailers/Distributors/Channels
Place/Warehousing/Location
Promotion/Buzz
Branding/Marketing
Advertising
Selling/Relationship Management
O: OUTPUTS (PRODUCT/
SERVICE)
Product/Service
Pricing
Packaging
Display
Design
Plan
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
53. ITENNE: ENVIRONMENT
Key Partners (KP)
P: PROCESSES
Key Activities (KA)
S: SUPPLIERS/MATERIALS
Key Resources (KR) – Suppliers
R: RETAILERS/DISTRIBUTORS/
CHANNELS
Channels (CH)
O: OUTPUTS (PRODUCT/
SERVICE)
Key Resources (KR) – Product/
Service
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE
Key Resources (KR) – Employees
GLOBAL VALUE CHAIN
FOR “BUSINESS MODEL
CANVAS”: GOALS
Customer Value Proposition (VP)
Revenue Streams (R$)
Cost Structure (C$)
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
Key Resources (KR) – Machinery
C: CUSTOMERS/CONSUMERS &
RELATIONSHIPS
Customer Segments (CS)
Customer Relationships (CR)
GLOBAL VALUE CHAIN FOR “BUSINESS MODEL CANVAS”
Visually Observe Similarities and Differences Between Global Value Chain & Business Model Canvas
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
54. ITENNE: ENVIRONMENT
Key Partners (KP)
Record Companies
Original Equipment Manufactur-
ers (OEMs)
P: PROCESSES
Key Activities (KA):
Hardware Design
Software Design
Marketing
S: SUPPLIERS/MATERIALS
Key Resources (KR) – Suppliers
R: RETAILERS/DISTRIBUTORS/
CHANNELS
Channels (CH)
iTunes Store
www.apple.com
Apple Stores
Selected Retail Stores
O: OUTPUTS (PRODUCT/
SERVICE)
Key Resources (KR) – Product/
Service
iPod Hardware
iTunes Software
Content & Agreements
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE
Key Resources (KR) – Employees
Staff
Apple Brand
APPLE INC.: iPod (2001)
Customer Value Proposition (VP):
“A Thousand Songs in Your Pocket”
Revenue Streams (R$): iPod Hard-
ware; iTunes Store; Commissions
Cost Structure (C$): Employees;
Manufacturing; Marketing & Sales
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
Key Resources (KR) – Machinery
C: CUSTOMERS/CONSUMERS &
RELATIONSHIPS
Customer Segments (CS)
Luxury Spot; Mass Market
Customer Relationships (CR)
“Lovemark”
Switching Costs
GLOBAL VALUE CHAIN FOR APPLE INC.: iPod
Visually Observe Similarities and Differences Between Global Value Chain & Business Model Canvas
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
55. FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) OUTCOME:
FUTURE
(DISRUPTIVE)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
GIVEN BUSINESS
MODEL
E:
Eliminate
R:
Reduce/Replace
I:
Increase
C:
Create
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
Staff/
Apple Brand
PROCESS
(Bus. Process/
Strategies)
Hardware Design/
Software Design/
Marketing
OUTPUTS:
PRODUCT/SERVICE
iPod Hardware/
iTunes Software/
Content &
Agreements
RETAILERS/DISTRIB./
CHANNELS
iTunes; apple.com;
Apple Stores/Others
CONSUMERS/
CUSTOMERS (Experience)
Luxury Spot/
Mass Market
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Record Companies/
Original Equipment
Manufacturers
(OEMs)/…
BUSINESS MODEL PIVOT FOR APPLE INC.: iPod - 2001
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem): ‘Fragmented’ Music ExperienceMission/Vision: “… Apple leads the digital music revolution. …”
56. HYPOTHESES PROBLEMS/
PAIN
(WEAKNESS-
ES/THREATS)
GOALS/Objectives/
Strategies/Tactics/
Initiatives/
Projects
Key Metrics/
Performance
Indicators/
Targets
Business Experiences (Impacts)
Description of BUSINESS/
GLOBAL VALUE CHAIN
Delight
(Revenue)
Pain
(Cost)
S: Suppliers
E: Employees/
Knowledge Assets
Staff/
Apple Brand/
Staffing Cost
M: Machinery/
Infrastructure
Hardware Design/
Software Design/
Marketing
P: Processes Marketing
Sales
Marketing Cost
Sales Cost
O: Outputs
(Product/Service)
iPod Hardware/
iTunes Software/
Content & Agreements
R: Retailers/
Distributors/
Channels
iTunes; apple.com;
Apple Stores/
Other Retailers
C: Consumers/
Customers
Luxury Spot/
Mass Market
High Revenue
(Hardware)
E: Environment Record Companies/
Original Equipment
Manufacturers (OEMs)/…
Commissions
VALUE CHAIN
(“SEMPORCE”)
BUSINESS
ECOSYSTEM
Customer Value Proposition:
“A Thousand Songs in Your Pocket”
BUSINESS VALUE
(PROFIT MARGIN)
BUSINESS MODEL PLAN FOR APPLE INC.: iPod - 2001
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
GURUS
Mission/Vision: “… Apple leads the digital music revolution. …” Market Segment (Customer Problem): ‘Fragmented’ Music Experience
57. FOCUS
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL MATRIX: Template
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
58. FOCUS EVOLUTION OF BUSINESS MODEL IDEAL BUSINESS
MODEL
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION/
INDUSTRY
PAST
BUSINESS MODEL
PRESENT
BUSINESS MODEL
FUTURE
BUSINESS MODEL
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL EVOLUTION
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
59. FOCUS BUSINESS MODEL LIFECYCLE: Five Stages in the Life of a Business Model
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION/
INDUSTRY
BIRTH GROWTH MATURITY DECLINE DEATH
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
Early Adopters/
Innovators
Early Majority Late Majority Overserved/
Underserved
Switchers
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
BUSINESS MODEL LIFECYCLE
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
60. FOCUS BUSINESS MODEL (CUSTOMER/PRODUCT) DEVELOPMENT DASHBOARD LEARNING:
Findings/
Insights/Deci-
sions/Actions
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION/
INDUSTRY
BUSINESS
MODEL PROB.
& DISCOVERY
BUSINESS
MODEL
VALIDATION
BUSINESS
MODEL
EXECUTION
BUSINESS
MODEL
MANAGEMENT
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
Early Adopters/
Innovators
Early Majority Late Majority Loyal/Overserved/
Underserved
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
BUSINESS MODEL DEVELOPMENT (BMD) MATRIX: Template
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
61. FOCUS BUSINESS MODEL (CUSTOMER/PRODUCT) DEVELOPMENT DASHBOARD LEARNING:
Findings/
Insights/Deci-
sions/Actions
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION/
INDUSTRY
BUSINESS
MODEL PROB.
& DISCOVERY
BUSINESS
MODEL
VALIDATION
BUSINESS
MODEL
EXECUTION
BUSINESS
MODEL
MANAGEMENT
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
Envision, Brain-
storm, Search for,
and/or Discover
Business Model
Validate Business
Model
Launch/Scale
Business Model;
Develop Mar-
keting Roadmap
Build Company
Culture;
Grow Company
OUTPUTS:
PRODUCT/SERVICE
Minimum Pro-
duct: Desirable/
Viable/Feasible
Product-Market
Fit: Prototype/
Pilot/No-frills
Product-Solution
Fit: Full Soft-
ware/ Hardware
More Fully Featured
Product: Software/
Hardware
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
Early Adopters/
Innovators
Early Majority Late Majority Loyal/Overserved/
Underserved
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
BUSINESS MODEL DEVELOPMENT (BMD) MATRIX: Populated
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
62. FOCUS BUSINESS MODEL TRENDS IN AN ECONOMY LEARNING:
Findings/
Insights/Deci-
sions/Actions
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION/
INDUSTRY
PHYSICAL
SECTOR
SOCIAL
SECTOR
KNOWLEDGE
SECTOR
SPIRITUAL
SECTOR
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
BUSINESS MODEL TRENDS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
63. FOCUS COMPETITORS/SECTOR/INDUSTRY FUTURE
(DISRUPTIVE/
IDEAL)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
GIVEN
BUS. MODEL
BUS. MODEL 1: BUS. MODEL 2: BUS. MODEL 3: BUS. MODEL
…
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
INDUSTRY BUSINESS MODELS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
64. FOCUS STRATEGY: How must the business model get there? Where must
business
model go?BUSINESS/
GLOBAL VALUE CHAIN
Where currently is
business model?
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL PLANNING
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
65. HYPOTHESES PROBLEMS/
PAIN
(WEAKNESS-
ES/THREATS)
GOALS/Objectives/
Strategies/Tactics/
Initiatives/
Projects
Key Metrics/
Performance
Indicators/
Targets
Business Experiences (Impacts)
Description of BUSINESS/
GLOBAL VALUE CHAIN
Delight
(Revenue)
Pain
(Cost)
S: Suppliers
E: Employees/
Knowledge Assets
M: Machinery/
Infrastructure
P: Processes
O: Outputs
(Product/Service)
R: Retailers/
Distributors/
Channels
C: Consumers/
Customers
E: Environment
VALUE CHAIN
(“SEMPORCE”)
BUSINESS
ECOSYSTEM
Customer Value Proposition (Job To Be Done): BUSINESS VALUE
(PROFIT MARGIN)
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
BUSINESS MODEL PLAN
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
66. FOCUS PROCESS: SWOT Analysis FUTURE
(DISRUPTIVE/
IDEAL)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
GIVEN
BUS. MODEL
S:
Strengths
W:
Weaknesses
O:
Opportunities
T:
Threats
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL SWOT ANALYSIS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
67. FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE
(DISRUPTIVE/
IDEAL)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
GIVEN
BUS. MODEL
E:
Eliminate
R:
Reduce/Replace
I:
Increase
C:
Create
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL PIVOT
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
68. FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE
(DISRUPTIVE/
IDEAL)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
GIVEN
BUS. MODEL
E:
Eliminate
R:
Reduce
I:
Increase
C:
Create
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
Waste/Defects Waste/Defects/
Energy
Efficiency of Logistics/
Digitalization/
Partnerships/
Collaborations
ELEMENTS
(EMPLOYEES/
MACHINERY)
Unprofitable Assets/
Obsolete equip-
ment/machinery/
Manual/Travel
Assets/Training/
Staff/Compensation/
Materials/Meals/
Fuel/Travel/Location
Assets/IP/Training/
Productivity/IT/
Knowledge/
Motivation/Security
Assets/IP/
Outsourcing/
Competence/
Platform
PROCESS
(Bus. Process/
Strategies)
Delays/Complexity/
Bottlenecks/Waste/
Defects/Risks/
Uncertainties
Delays/Complexity/
Bottlenecks/Waste/
Risks/Uncertainties/
Marketing/Debt
Efficiency/Speed/
Agility/Flexibility/
Reliability/Accuracy/
Customization
Digitalization/
Integration/
Pricing unit/
KPIs
OUTPUTS
(PRODUCT/
SERVICE)
Dissatisfiers: Cost/
Concessions/
Complexity/
Delays/Aging
Delighters: Quality
Dissatisfiers: Cost/
Maintenance/Range/
Choice/Complexity
Dissatisfiers: Cost
Delighters/Value:
Convenience/Prestige/
Useability/Brand
Delighters:
Theme/Thrill/
Fun/Music/
Art/Adventure
RETAILERS/DISTRIB./
CHANNELS
Distribution outlets/
Retailers
Distribution outlets/
Marketing/Ad.
Distribution outlets/
Marketing/Ad./Service
Website/Word-
of-mouth
CONSUMERS/
CUSTOMERS (Experience)
Dissatisfiers:
Pain/Objections/
Complaints
Dissatisfiers:
Pain/Objections/
Complaints
Delighters/Key
metrics: Quality/Pro-
ductivity/Profitability
Demand/Goal:
Niches/Exper./
Crowdsourcing
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Industry barriers/
constraints/
Competition/
Risks/Threats/
Uncertainties
Environmental Risks/
Competition/
Risks/Threats/
Uncertainties/
Environmental
degradation
Profit (Margin)/ROI/
Share price/
Cash flow velocity/
Tracking/
Entry barriers/
Env. Friendliness
Partnerships/
Mergers/
Competitive
Intelligence/
Threshold ev./
Entry barriers
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL PIVOT: Scenarios
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS)
Market Segment (Customer Problem/Goal):
Increase or Appropriately Reduce CUSTOMER VALUE QUOTIENT
GURUS
69. SYSTEM ADJACENT (PERIPHERAL/ALTERNATIVE) BUSINESS MODELS FUTURE
(VISIONARY/
IDEAL)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
PRESENT/CORE
BUSINESS MODEL
Adjacency
1:
Adjacency
2:
Adjacency
3:
Adjacency
…
S: Suppliers
E: Employees/
Knowledge Assets
M: Machinery/
Infrastructure
P: Processes
O: Outputs
(Product/Service)
R: Retailers/
Distributors/
Channels
C: Consumers/
Customers
E: Environment
VALUE CHAIN
(“SEMPORCE”)
CORE Customer Value Proposition (Job To Be Done):
BUSINESS MODEL ADJACENCIES
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
70. FOCUS SIX SIGMA PROCESS
BUSINESS/
GLOBAL VALUE CHAIN
C:
Collect Info’
D:
Define Problem
M:
Measure
A:
Analyze
G:
Generate
I:
Improve
C:
Control
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
(Defects)
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
SIX SIGMA-BUSINESS MODEL MATRIX
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
71. FOCUS CUSTOMER DEVELOPMENT-BUSINESS MODEL
Expected vs. Actual Performance
LEARNING:
Findings/Insights/
Decisions/Actions
BUSINESS/
GLOBAL VALUE CHAIN
COMPANY
VISION
CUSTOMER
DISCOVERY
CUSTOMER
VALIDATION
CUSTOMER
CREATION
COMPANY
BUILDING
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
Minimum Product:
Desirable/Viable/
Feasible
Product-Market Fit:
Prototype/
Pilot/No-frills
Product-Solution
Fit: Full Software/
Hardware
More Fully
Featured
Product
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
Innovators Early Adopters
(“Earlyvangelists”)
Early Majority Late Majority/
Loyal
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
CUSTOMER DEVELOPMENT-BUSINESS MODEL (CDBM) MATRIX
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
72. ITEM
FOCUS
CUSTOMER DISCOVERY DASHBOARD
STATEMENT/FORMULATION OF HYPOTHESES RESULT LEARNING:
Findings/
Insights/
Decisions/
Actions
BUSINESS/
GLOBAL VALUE CHAIN
JOBS/GOALS/STATEMENTS/QUESTIONS/ASSUMPTIONS MEDIA/
METRICS/
CRITERIA
Expected
Perform-
ance
Actual
Perform-
ance
S: SUPPLIERS
E: EMPLOYEES/
KNOWLEDGE ASSETS/IP
M: MACHINERY/EQUIP./
FACILITY/INFRASTRUCTURE
P: PROCESSES
O: OUTPUTS
(PRODUCT/SERVICE)
R: RETAILERS/DISTRIB./
CHANNELS
C: CONSUMERS/
CUSTOMERS
E: ENVIRONMENT/PUBLIC/
COMPETITORS/
INVESTORS/PARTNERS
CUSTOMER DISCOVERY-BUSINESS MODEL
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
GURUS
73. BUSINESS Upstream VALUE NETWORK (SUPPLY CHAIN OR “FOOD CHAIN”) Downstream
TO
FROM
S:
Suppliers
E:
Employees
M:
Machinery
P:
Processes
O:
Output
R: Retailers/
Wholesalers/Distr.
C:
Customers
E:
Environment
S: Suppliers
E: Employees/
Knowledge Assets
M: Machinery/
Facility/Infra’
P: Processes
O: Outputs
(Product/Service)
R: Retailers/
Distributors/
Channels
C: Consumers/
Customers
E: Environment
VALUE NETWORK
(“SEMPORCE”)
Customer Value Proposition (Job To Be Done):
VALUE NETWORK-BUSINESS MODEL
Collaboratively Design Oh My God-Visijon, Strategies, Products, Services, and Business Models
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
74. PUBLISHER Upstream VALUE NETWORK (SUPPLY CHAIN OR “FOOD CHAIN”) Downstream
TO
FROM
S:
Suppliers
E:
Employees
M:
Machinery
P:
Processes
O:
Output
R: Retailers/
Wholesalers/Distr.
C:
Customers
E:
Environment
S: Suppliers
E: Employees/
Knowledge Assets
M: Machinery/
Facility/Infra’
P: Processes Print books Stock/pack books
Det. allocations
O: Outputs
(Product/Service)
Books Book inventory;
Merchandise titles
R: Retailers/
Distributors/
Channels
Establish
identity
Ship books;
Deliver orders;
Dispose of returns
C: Consumers/
Customers
Create
demand
Articulate value Buy books
E: Environment
VALUE NETWORK
(“SEMPORCE”)
Customer Value Proposition (Job To Be Done):
VALUE NETWORK-BUSINESS MODEL: Traditional Book Publisher
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
75. CUSTOMER DEVELOPMENT FOR SCALABLE STARTUPS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Theme: ………………………………………………………………………………………… Date: …………………..…..
CUSTOMER DEVELOPMENT FOR SCALABLE STARTUPS
GENERIC ACTIVITIES FOR CORE & PERIPHERAL INDUSTRIES CUSTOMER
DISCOVERY
CUSTOMER
VALIDA-
TION
CUSTOMER
CREATION
COM-
PANY
BUILD-
ING
WISDOMSOURCING
CANVAS
COLLABORATIVE PROBLEM SOLVING TASKS FOR
PROCESS/INDUSTRY/BUSINESS MODEL/PRODUCT
PROBLEM UNIVERSE:
GLOBAL PROBLEM
MAPPING
Collect/Define/Measure/Verify Problems, Pains, and
Trade-offs in System for Customer Segments/Personas
Organize/Group/Analyze Problems, Pains, and Trade-offs
Prioritize/Verify Big Urgent Market Pain (BUMP)
GOAL UNIVERSE:
GLOBAL GOAL
& STRATEGY
MAPPING
Collect/Generate/Verify OMG-Goals, Objectives, Strategies,
Tactics, Targets & Processes for Eliminating BUMP
Organize/Group/Generate a Hierarchy of OMG-Goals,
Objectives, Strategies, Tactics, Targets & Processes
Prioritize/Verify OMG-Goals, Objectives, Strategies, Tactics,
Targets & Processes and Synthesize into a Plan/Prototype
EXECUTION UNIVERSE:
GLOBAL STRATEGY
EXECUTION
Implement, Control, and Validate Plan/Prototype Reflecting
OMG-Goals, Objectives, Strategies, Tactics, Targets &
Processes
Prepare Project Charter and Form Project Team with Diverse
Members (Customers and Non-customers)
Mission/Vision: …………………….………………………………………………….
GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
77. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Resegmented/
Reframed/Low-cost
Market
Cost
(Adoption Barrier; Complexity;
Inaccessibility; Delay)
Existing High end-
Market
Performance
(Functionality;
Quality)
Key
OMG-Experience:
Undesirable Experience:
GURUS
Cost-Performance Map for ‘Market Types’
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
Entirely New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
78. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Key
OMG-Experience:
Undesirable Experience:
CUSTOMER EXPERIENCE MAP: Template
Collaboratively Collect, Organize, Prioritize, and Manage
Vision, Strategies, Products, Services, and Business Models
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
79. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Cost-Quality Map
For Product/Service/Business Model
Where Currently is the System?/Why? Where Must the System go?/Why? How Will the System Get There?
Key
OMG-Experience:
Undesirable Experience:
Quality
(Performance)
Cost
(Price)
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
80. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Cost-Differentiation Map
Visually Describe, Analyze, and Manage Customer Experiences (in Space/Time)
Key
OMG-Experience:
Undesirable Experience:
Differentiation
(Uniqueness)
Cost
Classic
DIFFERENTIATION
Strategy
Classic
COST LEADERSHIP
Strategy
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
“STUCK-IN-THE-
MIDDLE”
Strategy
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
81. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Low-end Disruption
(Disruptive Innovator:
Low-end, Overserved
Customers; Low Margin;
‘Good Enough’ Quality)
Cost
(Adoption Barrier; Complexity;
Inaccessibility; Delay)
Sustaining Innovation
(Incumbent: High end,
‘20-80’ Customers;
High Profit Margin)Performance
(Functionality;
Quality)
Key
OMG-Experience:
Undesirable Experience:
GURUS
Cost-Performance Map
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market Disruption)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
82. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Key
OMG-Experience:
Undesirable Experience:
Differentiation
(Uniqueness)
Risk
SCALE
Differentiated
Business Model
STANDARDIZE
Product/Service;
OUTSOURCE
‘Peripherals’
TRANSFER
Resources and
EXIT
INVENT
Differentiated
Product/Service
GURUS
Value Innovation Cycle
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
83. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Key
OMG-Experience:
Undesirable Experience:
Differentiation
(Uniqueness)
Risk
“PAPER” COMPANY
(Luxury Spot)
“ROCK” COMPANY
(Sweet Spot)
“SCISSORS” COMPANY
(Disruption Spot)
GURUS
Growth vs. Competition Cycle
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
84. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Customer Intimacy
DISCIPLINE
Operational
Excellence
DISCIPLINE
Quality of
Experience
(Performance)
Cost
Product Leadership
DISCIPLINE
Key
OMG-Experience:
Undesirable Experience:
GURUS Value Discipline Map
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
85. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Defect (Error; Waste; Delay;
Complaint; Deviation from ‘Standard’;
Delivery Time; Complexity)
Process
Speed
(Agility; Flow;
Efficiency;
Effectiveness)
Lean-Six Sigma
METHODOLOGY
Six Sigma
METHODOLOGY
Lean Manufacturing
METHODOLOGY
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
Key
OMG-Experience:
Undesirable Experience:
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Lean-Six Sigma Map
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
86. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Novelty of
Meaning
(Interaction; Job;
Utility; Want;
Language; Style;
Differentiation)
Technology Obsolescence
(Maturity; Cycle; Evolution)
Game-changing
MEANING/TOOL
(Paradigm Shift)
Emergent
MEANING/TOOL
Generic
MEANING/TOOL
(Existing Paradigm)
Stretch
MEANING/TOOL
Disruptive
MEANING/TOOL
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
Key
OMG-Experience:
Undesirable Experience:
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Meaning-driven Innovation Map
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
88. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Cash Cow
Star
Market
Growth
Rate
Commoditization
(1 – Market Share)
Dog
Question Mark
Key
OMG-Experience:
Undesirable Experience:
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
Product Portfolio Map
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
89. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Key
OMG-Experience:
Undesirable Experience:
GURUS
Sweet SpotBlue Ocean
(“Practical Impossibility”)
Luxury Spot
Disruption Spot VolcanoOasis
Green Ocean Red OceanNo Man’s Island
CUSTOMER EXPERIENCE MAP: Descriptions
Collaboratively Collect, Organize, Prioritize, and Manage
Vision, Strategies, Products, Services, and Business Models
3
10
6
3
6
10
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
90. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Big Urgent Market
Pain
(BUMP)
BUMP MAP
Collaboratively Discover or Identify Big Urgent Market Pain (BUMP)
Urgency
(Need/Importance)
of Solution
Size or Pervasiveness of Pain
(Number of ‘Victims’ or
Customers & Non-customers)
GURUS
List of Stakeholders
Market Segment (Customer Problem/Goal): ………………………………………………………
Little Urgent
Market Pain
(LUMP)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
91. (-): PAIN
(+): DELIGHT 2
Emotional Delight
(Branding/Differentiation; Customization)
Intellectual Pain
(Complexity; Cost
Inaccessibility;
Processing Time)
(+): DELIGHT 1
Physical Delight
(Functionality; Quality; Performance)
Future
Market
Space
Existing
Market
SpaceKey
OMG-Experience:
Undesirable Experience:
GURUS
Market (Customer Problem/Goal): ……………………………………………
Customer Value Cube
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
92. (-): PAIN 2
(+): DELIGHT 2
Value
(Quality; Differentiation)
Waste
(Cost; Time; Defect)
Lean
Startup
(-): DELIGHT 1
Performance
(Functionality)
Future
Market
Space
Existing
Market
SpaceKey
OMG-Experience:
Undesirable Experience:
GURUS
Market (Customer Problem/Goal): Lean Customer Development
LEAN STARTUP Cube
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
93. 0
2
4
6
8
10
0 2 4 6 8 10
DELIGHT
PAIN
Customer Value Quotient (VEQ) = Weighted Delight/Weighted Pain = Utility Function
= Slope of Customer Experience Curve
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
TRADE-OFF GRAPH: Template
Visually Describe, Analyze, and Manage Customer Experiences & Trade-offs
Desirable Experience
Undesirable Experience
GURUS
Zero Trade-off
(Ideal Tool/New Market Disruption/Singularity)
Market Segment (Customer Problem/Goal):
………………………………………………………………………..…
94. 0
2
4
6
8
10
0 2 4 6 8 10
DELIGHT
( Differentiation;
Quality)
PAIN
(Cost)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Classic Competitive Strategies Graph
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
CONVENTIONAL THINKING
(“Higher quality, higher cost”)
“Stuck
in the
Middle”
Classic
Differentiation
(“Short head”/
“20-80”/
High Profit
Margin)
Classic Cost
Leadership
(“Long Tail”/
Low Profit
Margin)
Desirable Experience
Undesirable Experience
GURUS
Zero Trade-off
(Ideal Tool/New Market Disruption/Singularity)
Market Segment (Customer Problem/Goal):
Competitive Advantage
Customer Value Quotient (CVQ) = Weighted Delight/Weighted Pain = Utility Function
= Slope of Customer Experience Curve
95. 0
2
4
6
8
10
0 2 4 6 8 10
DELIGHT
( Knowledge;
Quantity)
PAIN
(Cost; Price)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Knowledge Advantage Graph
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
DEMAND CURVE
(When price decreases, demand increases)
KNOWLEDGE ADVANTAGE CURVE
(‘Long-term Demand Curve’)
GURUS
Market Segment (Customer Problem/Goal):
………………………………………………………………………..…
Zero Trade-off
(Ideal Tool/New Market Disruption/Singularity)
Customer Value Quotient (VVQ) = Weighted Delight/Weighted Pain = Utility Function
= Slope of Customer Experience Curve
96. 0
2
4
6
8
10
0 2 4 6 8 10
DELIGHT
(Quantity)
PAIN
(Price)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Price-Quantity (Demand & Supply) Graph
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
DEMAND CURVE
(When price decreases, consumer increases demand)
SUPPLY CURVE
(When price increases, supplier increases quantity)
Market Segment (Customer Problem/Goal):
………………………………………………………………………..…
Zero Trade-off
(Ideal Tool/New Market Disruption/Singularity)
GURUS
Customer Value Quotient (VVQ) = Weighted Delight/Weighted Pain = Utility Function
= Slope of Customer Experience Curve
97. 0
2
4
6
8
10
0 2 4 6 8 10
Illustrating Moore’s Law as an Instance of Evolution Towards ‘Zero Trade-off’
DELIGHT
(Transistors)
PAIN
(Size)
CEQ = 8/1= 8
Customer Experience Quotient (CEQ) = Weighted Delight/Weighted Pain Function of (Transistors/Size)
= Slope of Customer Experience Curve
CEQ = 4/1= 4
CEQ = 2/1= 2
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Moore’s Law Graph
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market (Customer Goal): Integrated Circuit Board
GURUS
Zero Trade-off
(Ideal Tool/New Market Disruption/Singularity)
98. E: ENVIRONMENT
• Competitors/Econ./Complementors
• Partners: Distribution Channels
• Investors
• Public/Society/Enemies
• Government/NGOs/Environment
GLOBAL VALUE CHAIN FOR
BLUE OCEAN
Customer Value Proposition::
[REVENUE/COST]
P: PROCESS CHAIN/GOALS
Ambidextrous Business Model
Experimentation: Fast and Low-cost
Failures; Big (Disruptive) Wins
Unique Technology (IP); Agile Process
Mass Customization; Just-in-Time
R: RETAILERS/DISTRIBUTORS/
CHANNELS/INTERFACE
Online Business/Store
Offline: Superstores; Franchises
Real-time Transaction of Orders
Integrated Channel Management
E: EMPLOYEES/KNOWLEDGE ASSETS/
CULTURE
Highly Productive and Creative
Discovery-driven Learning
Customer Development/Lean Startup
Fast Decisions
Ambidextrous Org.: De-/Centralized
C: CONSUMERS/CUSTOMERS
Long-tail (80/20) Consumers/
Customers
Short-head (20/80) Consumers/
Customers; Online Support
O: OUTPUTS/PRODUCT/SERVICE
High Quality; Feature-differentiated
High Differentiation; Recognizable
Brand; Unique Design
Low Price or Free; Widely Accessible
Self-service
S: SUPPLIERS/MATERIALS
Real-time Integrated Scheduling/
Shipping/Warehouse Management
External Co-creators
Cheaper Supplies: Raw Materials
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
Informal Ambience/Atmosphere
Advanced Technology Platform:
Automation
Massive/Scalable Infrastructure
Modular Architecture: Interoperable
KEY
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow)
Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow)
GURUS
BLUE OCEAN-BUSINESS MODEL
Collaboratively Expand Market and Become Uncontested Leader in Emerging Fast-growing Industry
99. E: ENVIRONMENT
• Competitors/Econ./Complementors
• Partners: Distribution Channels
• Investors
• Public/Society/Enemies
• Government/NGOs/Environment
GLOBAL VALUE CHAIN FOR
DISRUPTION SPOT
Customer Value Proposition::
[REVENUE/COST]
P: PROCESS CHAIN/GOALS
Standardization; Modularization
Process Improvement & Waste Min.
Optimization/Outsourcing/Innovation
Customer Development; Lean Startup
Process Improvement & Waste Red.
R: RETAILERS/DISTRIBUTORS/
PROMOTION CHANNELS
Online Business/Store
Offline: Superstores/Franchises:
Low Cost, High Volume-Products/
Services
E: EMPLOYEES/KNOWLEDGE ASSETS/
CULTURE
Centralized Organization
Productivity and Process-focused
Lower Paid Employees
Vertical Teams/Structured Jobs
“Cultivation/Control” Culture
C: CONSUMERS/CUSTOMERS
Mass Market: Overserved/Unserved
Early/Fast Adopters; Pragmatists
‘Good Enough’ or Minimum Customer
Service
O: OUTPUTS/PRODUCT/SERVICE
Simple-to-use Product/Service
‘Good Enough’ Functionality/Quality
Low/Discounted Price
Widely Available; Fast-moving
S: SUPPLIERS/MATERIALS
Low-price and Quality-Compliant
Suppliers
Contracted/Outsourced Suppliers
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
Cost-reduction Platform
High Quality/Scalable IT Architecture
Optimized Plant Capacity/Infra’
High Asset Utilization
Low Rent/Suburban Location
KEY
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow)
Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow)
GURUS
DISRUPTION SPOT-BUSINESS MODEL
Collaboratively Expand Market and Become Uncontested Leader in Emerging Fast-growing Industry
100. E: ENVIRONMENT
• Competitors/Industry/Economy
• Partners/Complementors
• Investors: Large Capital Investment
• Public/Society/Enemies
• Government/NGOs/Environment
GLOBAL VALUE CHAIN
FOR LUXURY SPOT
Customer Value Proposition:
[REVENUE/COST]
P: PROCESS CHAIN/GOALS
Customer Experience-Driven/Inno.
Customer Relationship Management
Outstanding Marketing/Branding
Excellent R & D/Product Engineering
Selective Customization
R: RETAILERS/DISTRIBUTORS/
PROMOTION CHANNELS
Few Stores: High Cost, Low Volume-
Products/Services
Exclusive Access
E: EMPLOYEES/KNOWLEDGE ASSETS/
CULTURE
Decentralized Organization
High Level of Employee Creativity
Design/Solutions-Competence
Intimate Knowledge of the Consumer
Organic/“Collaboration” Culture
C: CONSUMERS/CUSTOMERS
Personalized Interaction/Experience:
High Touch, High Feel; Co-creation
Customer Experience Segmentation
Superior Customer Support
High end Customers: Conservative
O: OUTPUTS/PRODUCT/SERVICE
Rare Product/Service; Premium Price
High Performance; High Quality
Highly Recognized Brand; Extension
Feature-rich; High Profit Margin
Prestigious; Cool Factor; Social Aura
S: SUPPLIERS/MATERIALS
Novel/Unique Materials
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
Highly Innovative/Disruptive
Technology
Luxury Ambience
High Rent; Premium/Urban Location
KEY
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow)
Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow)
GURUS
LUXURY SPOT-BUSINESS MODEL
Collaboratively Expand Market and Become Uncontested Leader in Existing Fast-growing Industry
101. IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Selection Criteria:
Needs & Barriers
COMPETITORS
Function/
Content/
Perf./
Knowledge
Quality/
Reliability/
Accuracy/
Efficiency
Brand/
Emotion/
Style/Aura/
Prestige
Customization/
Personalization/
Interactivity/
Entertainment
Cost
(Price)
Inaccessibility/
Unavailability/
Inflexibility/
Friction/Scale
Complexity/
Difficulty/
Support/
Range/Risk
Process
Time/
Delay/
Age
WEIGHT
(IMPORTANCE)
Given Business/
Product:
CORE
COMPETITORS
(Core Industry)
PERIPHERAL
COMPETITORS
(Peripheral Ind.)
REMOTE
COMPETITORS
(Remote Ind.)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Mission/Vision: …………………….………………………………………………….
GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
CUSTOMER EXPERIENCE OF COMPETITORS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
102. IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Selection Criteria:
Needs & Barriers
CURVES
Function/
Content/
Perf./
Knowledge
Quality/
Reliability/
Accuracy/
Efficiency
Brand/
Emotion/
Style/Aura/
Prestige
Customization/
Personalization/
Interactivity/
Entertainment
Cost
(Price)
Inaccessibility/
Unavailability/
Inflexibility/
Friction/Scale
Complexity/
Difficulty/
Support/
Range/Risk
Process
Time/
Delay/
Age
WEIGHT
(IMPORTANCE)
Given Business/
Product:
CUSTOMER
EXPERIENCE
CURVES
10
8
6
4
2
0
Mission/Vision: …………………….………………………………………………….
Key -> 1: Low level; 10: Extraordinary level of experience
Customer Value Quotient (CVQ)
= Weighted Delight/Weighted Pain
CUSTOMER EXPERIENCE CURVES
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business ModelsGURUS
Market Segment (Customer Problem/Goal): ……………………….….…
103. Mission/Vision: …………………….………………………………………………….
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Selection Criteria:
Needs & Barriers
TACTICS
Function/
Content/
Perf./
Knowledge
Quality/
Reliability/
Accuracy/
Efficiency
Brand/
Emotion/
Style/Aura/
Prestige
Customization/
Personalization/
Interactivity/
Fun/Entertain.
Cost
(Price/
Weight/
Material)
Inaccessibility/
Unavailability/
Inflexibility/
Friction/Scale
Complexity/
Difficulty/
Support/Risk
Range/Shape
Process
Time/
Delay/
Age
WEIGHT
(IMPORTANCE)
Av. Competitor:
Chief Competitor:
Given Business/
Product:
E: Eliminate
R: Reduce
I: Increase
C: Create
CUSTOMER EXPERIENCE TACTICS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business ModelsGURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
104. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
4 VALUE INNOVATION
SUPERHEROES
(ARCHETYPAL THINKING ROLES)
FOR
TARGETED OBJECTS/RESOURCES:
System, Elements, Attributes, Processes
& Supersystem/Industry/Environment
4 VALUE INNOVATION SUPERHEROES
FOR THE BLUE OCEAN STARTUP
E: ELIMINATOR
Has the Power to
Remove totally
Skip
Discard
Destroy
Introduce Zero/Void/Vacuum
Has all tools and gadgets for ELIMINATING objects
R: REDUCER
Has the Power to
Remove partially; Streamline
Trim; Prune; Downsize; Make Lean
Minify; Miniaturize
Separate; Standardize; Replace
Divide; Segment
Has all tools and gadgets for REDUCING objects
C: CREATOR:
Has the Power to
Make (a)symmetrical/opposite
Reverses Combine; Integrate
Replace; Universalize
Create Fields/Forces/Feedback
Substitute; Transform; Restructure
Use Another Dimension
Hybridize/Bisociate
Has all tools and gadgets for CREATING objects
I: INCREASER
Has the Power to
Add; Multiply; Magnify; Mutate
Merge; Nest
Introduce Interface; Cushion;
Stretch; Extend
Diversify
Use Additional Components
Has all tools and gadgets for INCREASING objects
105. ITENN4 PART-WISDOMSOURCING MAP 5 PART-WISDOMSOURCING MAP
1 PART-WISDOMSOURCING MAP
CLASSIC VERTICAL MAP PAIN-DELIGHT MAP
2 PART-WISDOMSOURCING MAP
WISDOMSOURCING MAPS:
Family of Wisdomsourcing Maps
(Zoomable Idea Organizers) for
Facilitating Collaboration, Ideas
Management, Creativity, and
Customer Problem Solving
3 PART-WISDOMSOURCING MAP
CLASSIC HORIZONTAL MAP
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
WISDOMSOURCING MAPS FOR
THE BLUE OCEAN STARTUP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
106. GURUS
Horizontal
Wisdomsourcing Map
Vertical
Wisdomsourcing Map
Pain-Delight
Wisdomsourcing Map
Classic Family of Wisdomsourcing Maps: Parent and 8 Children
Parent (Child: Mini-Wisdomsourcing Map)
Collect Ideas:
Flexibly & Efficiently List/Brainstorm/
Document/Storyboard Ideas in Cluster
Organize Ideas:
Outline/Deconstruct; Classify/Collate/
Analyze/Synthesize Ideas in Cluster
Prioritize Ideas:
Rate/Rank/Sort/Classify/Compare/
“Analogize”/“Bisociate” Ideas in Cluster
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CLASSIC WISDOMSOURCING MAPS
Family of Fractal Idea Organizers for Collaborative Creativity, Problem-solving, Decision-making, and Learning
107. THE INFINITE WISDOMSOURCING MAP
Collaboratively and Fractally Organize All Information in the Universe: Past, Present, and Future
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Level 0
Mini-Wisdomsourcing Map
(Building Block, Atom, Seed, or Screen)
Super Wisdomsourcing Map:
3x3 Classic Wisdomsourcing Map
Level 1
Level 2
Classic Wisdomsourcing Map:
3x3 Mini-Wisdomsourcing Map
108. GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CLASSIC HORIZONTAL MAP
Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
109. ITENN
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CLASSIC VERTICAL MAP
Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
112. Inventor of over 40 Tools for
The Wisdomsourcing Trilogy –
Facilitating work in the areas of
Business Model Development
Business and Strategic Planning
Product & Service Innovation
Performance Management
Inventor of “The Fractal Grid”
This technology, which has US and
International patent-pending, can be
used for visually organizing and
Prioritizing massive amounts of
information such as in search
engines, social networks, and
other communities on the Internet
Visual Problem Solver
Speaker & Consultant on
Business Model Development
Inventor of The Wisdomsourcing
Trilogy, a Customer Problem Solv-
ing Suite for Collaboratively
Designing Oh My God-Strategies,
Products, and Business Models
Founder of the Wisdomsourcing
Group, an online Global Think Tank
for collaboratively improving
customer experiences and resolving
tough dilemmas
Organizer & Coordinator of Wisdom-
sourcing survey involving over 200
professionals from over 30 countries
CONTACT
Dr. Rod King: California, USA
Cell: (559) 248-6230
rodkuhnking@sbcglobal.net
http://twitter.com/RodKuhnKing
B. Eng. (Hons) in Civil Eng.
Master of Infrastructure Planning
Ph.D. in Regional Dev. Planning
Postgraduate Certificate in
Advanced Academic Studies
Over 20 years of experience in
creative problem solving for
multi-disciplinary projects
Dr. Rod King
Visual Problem Solver,
Inventor & Magician
Inventor of first software that
wholly invents magic tricks
Inventor of several magic tricks
Author of “Trickanalyzing the
Close-up Magic of David
Copperfield” & several articles
Winner of several championships
in chess and table-tennis
Founder and former CEO of
Galaxy IT, Inc., a venture-financed
visual search engine business
Major contributor on creativity to
the multi-author book, “Research
Methods for Postgraduates”
Former Lecturer
BIOGRAPHICAL SKETCH
Background Information on Dr. Rod King, Creator of Business Model Development (BMD)
GURUS
113. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
• Rod King (2009)
• Global Collaboration
• Visual Problem Solving
• Practical Impossibility Thinking
• Wisdomsourcing Maps
• Wisdomsourcing Canvas
• Customer Experience Map
(Pain-Delight Evaluation of Trade-off)
• Wisdomsourcing Deck
• Manifesto for Wisdomsourcing Game
• Alex Osborne (1953)
• Rules for Brainstorming – No criticism
during idea generation
• ‘Blue Sky’ Thinking and Ideas
• Jeff Howe (2006)
• Crowdsourced Goods and
Information Products
• Off-site Tools for Strategic
Analysis and Problem
Solving
• ‘Ad hoc’ Group
• Unlimited Number of Volunteers
• Peer Production; Documentation
• Open Innovation and Value Chain
• Prosumers: Consumers who participate
like employees/producer in a business
• Competitions; Contests; Prizes
• Recognition; Reputation
• Organic Process
• Online Collaboration
• Collaborative Idea Generation
• 1D-Evaluation; Voting
• Myriad Generated
Ideas
• Offline
• 1 Physical Location
• Formal Group
WISDOMSOURCING
3.
CROWDSOURCING
2.
1.
BRAINSTORMING
EVOLUTION OF WISDOMSOURCINGGURUS
114. Got Business Model Problems?
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
115. Send an E-mail
To, at least, 10 Colleagues
Telling Them About This
FREE & INTERACTIVE One-stop Toolkit:
“Business Model Development
for Blue Ocean Startups”
Note: This offer is for LIMITED TIME ONLY!!!
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Editor's Notes
BIBLIOGRAPHY
Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Bicheno, J. (2000) The Lean Toolbox. Buckingham: Moreton Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Maney, K. (2009) Trade-off. New York: Broadway Books.
Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barwise, P.; Meehan, S. (2004) Simply Better. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Collins, J.; Porras, J. (2004) Built to Last. New York: HarperBusiness.
George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
Johnson, M.W. (2010) Seizing the White Space. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Markides, C.C. (2008) Game-changing Strategies. San Francisco: Jossey-Bass.
McGrath, R.G.; McMillan, I. (2009) Discovery-Driven Growth. Boston: Harvard Business School (HBS) Press.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Zook, C. (2004) Beyond the Core. Boston: Harvard Business School (HBS) Press.
BIBLIOGRAPHY
Koch, R. (2010) The Star Principle. London: Piatkus.
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Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
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Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
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Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
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Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
McGrath, R.G.; MacMillan, I.C. (2005) Marketbusters. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
McGrath, R.G.; MacMillan, I.C. (2005) Marketbusters. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
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Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Stern, C.W.; Deimler, M.S. (Eds.) (2006) The Boston Consulting Group on Strategy. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
?BIBLIOGRAPHY
Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Stern, C.W.; Deimler, M.S. (Eds.) (2006) The Boston Consulting Group on Strategy. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Moore’s Law. http://en.wikipedia.org/wiki/Moore's_law
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Brache, A.P. (2002) How Organizations Work. New York: John Wiley & Sons
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Maney, K. (2009) Trade-off. New York: Broadway Books.
Moore, G.A. (2002) Crossing the Chasm. New York: HarperBusiness.
Moore, G.A. (2005) Dealing With Darwin. New York: Portfolio.
Poirier, C.C. (20030 Using Models to Improve the Supply Chain. Florida: St. Lucie Press
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Rummler, G.; Brache, A. (1995) Improving Performance. San Francisco: Jossey-Bass.
Treacy, M.; Wiersema, F. (1997) The Discipline of Market Leaders. Massachusetts: Perseus Books.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Brache, A.P. (2002) How Organizations Work. New York: John Wiley & Sons
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Maney, K. (2009) Trade-off. New York: Broadway Books.
Moore, G.A. (2002) Crossing the Chasm. New York: HarperBusiness.
Moore, G.A. (2005) Dealing With Darwin. New York: Portfolio.
Poirier, C.C. (20030 Using Models to Improve the Supply Chain. Florida: St. Lucie Press
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Rummler, G.; Brache, A. (1995) Improving Performance. San Francisco: Jossey-Bass.
Treacy, M.; Wiersema, F. (1997) The Discipline of Market Leaders. Massachusetts: Perseus Books.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Brache, A.P. (2002) How Organizations Work. New York: John Wiley & Sons
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Maney, K. (2009) Trade-off. New York: Broadway Books.
Moore, G.A. (2002) Crossing the Chasm. New York: HarperBusiness.
Moore, G.A. (2005) Dealing With Darwin. New York: Portfolio.
Poirier, C.C. (20030 Using Models to Improve the Supply Chain. Florida: St. Lucie Press
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Rummler, G.; Brache, A. (1995) Improving Performance. San Francisco: Jossey-Bass.
Treacy, M.; Wiersema, F. (1997) The Discipline of Market Leaders. Massachusetts: Perseus Books.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Cohen, L. (1995) Quality Function Deployment. Massachusetts: Prentice Hall.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Cohen, L. (1995) Quality Function Deployment. Massachusetts: Prentice Hall.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Cohen, L. (1995) Quality Function Deployment. Massachusetts: Prentice Hall.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ