Traditional Business Planning theories and tools are not keeping pace with the rate of innovation in the startup world. Many startups are no longer using traditional business plans. Many startups do not formally start with applying Porter's Competitive Strategy or Value Chain. For the many billion dollar startups that have recently been created, none has been reported to use traditional business tools such as the voluminous business plan, value chain, and industry attractiveness analysis.
Today's billion dollar startups such as Facebook, GroupOn, AirBnB, and DropBox are mainly using tools of Customer Growth Hacking and in particular, tools of the Lean Startup methodology in combination with Growth Hacking. The presentation above includes a visual summary of the methodology of Customer Growth Hacking as it relates to the Lean Startup Methodology and Growth Hacking. The Lean Startup Methodology and Growth Hacking "intersect" in the area of Innovation Accounting and Marketing Analytics and in particular, "EARRR" metrics of the Customer Growth Honeycomb.
Although the Lean Startup Methodology is comprehensive, its focus is on emergent problem solving especially using the Enterprise Engine of a business model engine. In contrast, Growth Hacking focuses on the performance of the Customer Growth Engine especially using the "EAARRR" metrics to facilitate innovation accounting. In practice, billion dollar startups synchronize the performance of the Enterprise Engine and Customer Growth Engine with the performance of the Value Engine of a business model while rapidly and inexpensively discovering as well as solving BUMPs: Big Urgent Market Problems.
To conclude, this article presents an overview of the methodology of Customer Growth Hacking which covers emergent problem solving as well as deliberate problem solving. In todays world of high volatility, uncertainty, complexity, and ambiguity, the planning paradigm is shifting away from deliberate problem solving to emergent problem solving. While the tools of traditional business planning are applied and relevant to established businesses with established customers and known products, in the fast moving world of startups, traditional business planning tools are becoming obsolete.
If you're thinking of building billion dollar startups, the methodology most likely to let you rapidly and inexpensively achieve your goal is Customer Growth Hacking. Why not start with the phase of Customer Hacking (to achieve problem-solution fit), then proceed to Customer Growth (to achieve product-market fit), and move further to Growth Hacking (to achieve business model fit and scaling)?
What do you think?
Backlinkfy - Digital Marketing Assistant Presentation For Startups BQE Software
Startups and small businesses can learn the main focus of a digital marketing assistant. See what a DMA can do for your business online and mobile. Build a strong brand presence online and on mobile with more time to run your business with all your marketing tasks completed on time.
http://www.backlinkfy.com
Learn about how Absolut implemented agile culture and growth hacking from Mathias Westphal, former Global Vice President Growth at The Absolut Company.
These are the most influential growth hacking individuals on Twitter, based on an analysis by @onalytica. Follow these startup marketers to join in on the conversation. Many on the list are regularly featured in Growth Hacking Digest http://growthhackingidgest.com . There is also a Twitter list you can follow.
How can you take advantage of these 7 key business trends in 2017 to grow your business and career?
What you need to know to make 2017 your best year ever!
Ritika Puri, Storyhackers & Lean Startup Company , @ritika_puri
Enterprise marketers are under extreme pressure to achieve higher conversion rates, profits, and growth. But how do you take an initiative from zero to seven or eight figures? The answer is simple: iterative improvement. This talk will teach you how Lean Startup and product development concepts can improve the efficiency and ROI of your marketing. You’ll come away with an understanding of how to build large-scale, effective marketing programs by starting very small.
15 Stats Every Marketing Leader Needs to KnowHubSpot
Benchmark your company's performance against stats from hundreds of other marketers around email performance, cost per lead, popular marketing tactics, revenue attainment, and more. All stats are taken from our 2017 Demand Generation Benchmarks Report: http://hubs.ly/H08nwvl0
Backlinkfy - Digital Marketing Assistant Presentation For Startups BQE Software
Startups and small businesses can learn the main focus of a digital marketing assistant. See what a DMA can do for your business online and mobile. Build a strong brand presence online and on mobile with more time to run your business with all your marketing tasks completed on time.
http://www.backlinkfy.com
Learn about how Absolut implemented agile culture and growth hacking from Mathias Westphal, former Global Vice President Growth at The Absolut Company.
These are the most influential growth hacking individuals on Twitter, based on an analysis by @onalytica. Follow these startup marketers to join in on the conversation. Many on the list are regularly featured in Growth Hacking Digest http://growthhackingidgest.com . There is also a Twitter list you can follow.
How can you take advantage of these 7 key business trends in 2017 to grow your business and career?
What you need to know to make 2017 your best year ever!
Ritika Puri, Storyhackers & Lean Startup Company , @ritika_puri
Enterprise marketers are under extreme pressure to achieve higher conversion rates, profits, and growth. But how do you take an initiative from zero to seven or eight figures? The answer is simple: iterative improvement. This talk will teach you how Lean Startup and product development concepts can improve the efficiency and ROI of your marketing. You’ll come away with an understanding of how to build large-scale, effective marketing programs by starting very small.
15 Stats Every Marketing Leader Needs to KnowHubSpot
Benchmark your company's performance against stats from hundreds of other marketers around email performance, cost per lead, popular marketing tactics, revenue attainment, and more. All stats are taken from our 2017 Demand Generation Benchmarks Report: http://hubs.ly/H08nwvl0
Selling to the Mid-Market: How to Tailor Your StrategyDataFox
Whether you’re moving up in size from SMBs or down from Enterprise-level companies, do you know the nuances of selling to the mid-market? Join DataFox's CEO and Yesware's Director of Sales as they reveal their data-driven tips, tools, and techniques for selling into the mid-market.
3 fundamental elements of the growth hacking process! If you think growth hacking is about growth tactics, you probably will fail. In this slide, we try to share our approach to growth hacking in order to build sustainable growth process for companies.
Relentless Pursuit of Growth - #GHConf18GrowthHackers
Sean Ellis started off the day off with a high-level introduction to the topic of growth. He reviewed the prerequisites for sustainable growth (PM Fit), the principles of growth and ultimately how a person or team should approach figuring out how to grow or how to accelerate growth in their company. He compared how this is different in a smaller company vs a more established company and the relative challenges and advantages that each type of company has. Want to know who generally cares about driving growth and who has the skills and authority to affect growth? This opening keynote reminds you of the original purpose of growth hacking and build excitement and engagement around the topics that will be discussed throughout the day.
How Eventbrite applies the growth mindset to bring the world together through...GrowthHackers
Learn how the Eventbrite team works cross-functionally to bring the world together through live experiences. In this presentation you'll learn specifically how the growth team pushes to take Eventbrite's mission to the next level.
These days marketers are creating a ton of content, but many lack a process for creating, managing and publishing that content.
In fact, just 42% of marketers say they're effective at content marketing.
This presentation identifies the top 7 content marketing struggles, and offers a workflow to solve them!
Smart Sales Intelligence: Turning Insights into ActionInsideView
With all the data out there, a big challenge for today's sales and marketing teams is knowing what to pay attention to. Our customers and prospects are overwhelmed as well. Yet to be effective, we need to cut through all this “noise” to connect with them.
A recent article by Matt Sanatore, Research Director at SiriusDecisions, highlighted the fact that over the past twelve months, account-based marketing (ABM) generated enough global search traffic to warrant its first appearance on Google Trends. But the reality is, there is more to ABM than just display advertising.
In this session, we will walk through simple account-based marketing strategies you can implement today to create air cover for your sales team, wake dead leads, grow your SMB faster, double down on events and turn your email marketing programs into account-based nurturing on-the-fly.
Candid guidance for a new Chief Marketing Officer from 23 marketing leaders working with Altimeter Group, Causes.com, Collective Bias, Comedy Central, Cox, Ford, LocalResponse, PubMatic, and more
Modern B2B Marketing in the Era of the Empowered BuyerScott Levine
In the past 20 years, B2B marketing has changed exponentially more than it has in the past 100 years. Today, buyers possess infinite choice and infinite power.
We live in an “instant” world. Whether it’s instant access, information, gratification, justification or rationalization, all of these “instants” have impacted the way that businesses who market to businesses, think, act and react.
Modern Business-to-Business Marketing in the Era of the Empowered Buyer is causing many organizations to rethink their strategies. We are hopeful that some of the information we have shared with you here will enable you to understand the current and possible future state of B-to-B marketing, and will help you to put your organization in a position to best deal with complexities caused by the Modern Empowered B-to-B Buyer.
How does your business create a competitive advantage through your finance team? How planning analytics can help you grow a more profitable business today and help you seize new opportunities in the future.
Marketing is no longer the same what it used to be couple of years back. While the objective of the marketing function continues to be the same – impacting mindshare and walletshare, the platforms, the channels, the tools, the skillsets have all changed over time. Even Digital marketing, which is a just a couple of years old, is already an overcrowded space which is making it increasingly difficult for mid-sized enterprises to cut the clutter and reach out to prospective customers. At this stage, what do business owners and marketers need to do? Do we wait for new channels of marketing which are less crowded or do we bring in innovation to get more from the existing channels? Do we invest in skills which are hot in marketing today or do we wear the cap of experimentation. Budgets are limited and we have to get results. What do we do differently. Join Subhendu as he talks about all this and more to get better results in the new world of marketing.
Who You Should Hire for Sustainable Growth - #GHConf18GrowthHackers
Finding someone who sits on marketing that understands product, or someone in product that understands marketing isn’t enough to assure they are going to drive real impact along your growth curve. And if we’re going to be brutally honest for a minute…isn’t cross-team knowledge and awareness more of a prerequisite for any hire these days? In this presentation you’ll learn what you need to know to staff for sustainable growth.
Business Model Project Management for APPLE'S Classic iPodRod King, Ph.D.
This presentation involves the application of the methodology of Business Model Project Management (BMPM) to Apple's classic iPod. BMPM is a visual management that focuses on the unique concept of "One-page Business Model Planning, Marketing, and Performance Management. In BMPM, a single tool - the Business DNA Model - is used to comprehensively plan, market, brand, and manage business models. The result is greater business communication and alignment as well as tremendous savings in time, money, and energy for the business. The case study on Apple's iPod illustrates how the tool of the Business DNA Model can be applied.
App Ratings & Reviews: How to improve them and why it mattersApptentive
A presentation from Apptentive about the role that App Ratings & Reviews play in app downloads, conversions and the app funnel. Advice on how to proactively improve your app's ratings and reviews is included, along with data on results.
Selling to the Mid-Market: How to Tailor Your StrategyDataFox
Whether you’re moving up in size from SMBs or down from Enterprise-level companies, do you know the nuances of selling to the mid-market? Join DataFox's CEO and Yesware's Director of Sales as they reveal their data-driven tips, tools, and techniques for selling into the mid-market.
3 fundamental elements of the growth hacking process! If you think growth hacking is about growth tactics, you probably will fail. In this slide, we try to share our approach to growth hacking in order to build sustainable growth process for companies.
Relentless Pursuit of Growth - #GHConf18GrowthHackers
Sean Ellis started off the day off with a high-level introduction to the topic of growth. He reviewed the prerequisites for sustainable growth (PM Fit), the principles of growth and ultimately how a person or team should approach figuring out how to grow or how to accelerate growth in their company. He compared how this is different in a smaller company vs a more established company and the relative challenges and advantages that each type of company has. Want to know who generally cares about driving growth and who has the skills and authority to affect growth? This opening keynote reminds you of the original purpose of growth hacking and build excitement and engagement around the topics that will be discussed throughout the day.
How Eventbrite applies the growth mindset to bring the world together through...GrowthHackers
Learn how the Eventbrite team works cross-functionally to bring the world together through live experiences. In this presentation you'll learn specifically how the growth team pushes to take Eventbrite's mission to the next level.
These days marketers are creating a ton of content, but many lack a process for creating, managing and publishing that content.
In fact, just 42% of marketers say they're effective at content marketing.
This presentation identifies the top 7 content marketing struggles, and offers a workflow to solve them!
Smart Sales Intelligence: Turning Insights into ActionInsideView
With all the data out there, a big challenge for today's sales and marketing teams is knowing what to pay attention to. Our customers and prospects are overwhelmed as well. Yet to be effective, we need to cut through all this “noise” to connect with them.
A recent article by Matt Sanatore, Research Director at SiriusDecisions, highlighted the fact that over the past twelve months, account-based marketing (ABM) generated enough global search traffic to warrant its first appearance on Google Trends. But the reality is, there is more to ABM than just display advertising.
In this session, we will walk through simple account-based marketing strategies you can implement today to create air cover for your sales team, wake dead leads, grow your SMB faster, double down on events and turn your email marketing programs into account-based nurturing on-the-fly.
Candid guidance for a new Chief Marketing Officer from 23 marketing leaders working with Altimeter Group, Causes.com, Collective Bias, Comedy Central, Cox, Ford, LocalResponse, PubMatic, and more
Modern B2B Marketing in the Era of the Empowered BuyerScott Levine
In the past 20 years, B2B marketing has changed exponentially more than it has in the past 100 years. Today, buyers possess infinite choice and infinite power.
We live in an “instant” world. Whether it’s instant access, information, gratification, justification or rationalization, all of these “instants” have impacted the way that businesses who market to businesses, think, act and react.
Modern Business-to-Business Marketing in the Era of the Empowered Buyer is causing many organizations to rethink their strategies. We are hopeful that some of the information we have shared with you here will enable you to understand the current and possible future state of B-to-B marketing, and will help you to put your organization in a position to best deal with complexities caused by the Modern Empowered B-to-B Buyer.
How does your business create a competitive advantage through your finance team? How planning analytics can help you grow a more profitable business today and help you seize new opportunities in the future.
Marketing is no longer the same what it used to be couple of years back. While the objective of the marketing function continues to be the same – impacting mindshare and walletshare, the platforms, the channels, the tools, the skillsets have all changed over time. Even Digital marketing, which is a just a couple of years old, is already an overcrowded space which is making it increasingly difficult for mid-sized enterprises to cut the clutter and reach out to prospective customers. At this stage, what do business owners and marketers need to do? Do we wait for new channels of marketing which are less crowded or do we bring in innovation to get more from the existing channels? Do we invest in skills which are hot in marketing today or do we wear the cap of experimentation. Budgets are limited and we have to get results. What do we do differently. Join Subhendu as he talks about all this and more to get better results in the new world of marketing.
Who You Should Hire for Sustainable Growth - #GHConf18GrowthHackers
Finding someone who sits on marketing that understands product, or someone in product that understands marketing isn’t enough to assure they are going to drive real impact along your growth curve. And if we’re going to be brutally honest for a minute…isn’t cross-team knowledge and awareness more of a prerequisite for any hire these days? In this presentation you’ll learn what you need to know to staff for sustainable growth.
Business Model Project Management for APPLE'S Classic iPodRod King, Ph.D.
This presentation involves the application of the methodology of Business Model Project Management (BMPM) to Apple's classic iPod. BMPM is a visual management that focuses on the unique concept of "One-page Business Model Planning, Marketing, and Performance Management. In BMPM, a single tool - the Business DNA Model - is used to comprehensively plan, market, brand, and manage business models. The result is greater business communication and alignment as well as tremendous savings in time, money, and energy for the business. The case study on Apple's iPod illustrates how the tool of the Business DNA Model can be applied.
App Ratings & Reviews: How to improve them and why it mattersApptentive
A presentation from Apptentive about the role that App Ratings & Reviews play in app downloads, conversions and the app funnel. Advice on how to proactively improve your app's ratings and reviews is included, along with data on results.
Meta-Tools for Business Model Project Management: Visually Organizing and Man...Rod King, Ph.D.
Currently, there are hundreds of tools for business/strategic planning and performance management as well as business model innovation and marketing. This presentation features the Disruptor's Arrow of Time as the ultimate meta-tool (tool of tools). The Disruptor's Arrow of Time is the only tool you need for business/strategic planning, performance management, business model innovation, and marketing.
From part-time parents to entrepreneurs, there is a growing trend in both lawyers and firms that want flexible availability and more short-term commitments. How can your firm make the most of this growing pool of lawyers?
CraigsList Nonprofit Bootcamp - Mobile Voter - Extraordinaries Presentationbenrigby
These are the slides from the presentation that Ben Rigby and Jacob Colker gave in the Craigslist Bootcamp session today called "Mobilizing Generation 2.0" - how to use the web to engage young people in civic life, nonprofits, and politics.
THE POWER OF ADAPTIVE PLANNING & EXECUTION (APEX): Sail to the Blue Ocean of ...Rod King, Ph.D.
The above presentation is an adaptation of the content of a workshop that I gave, on November 14, 2014, to attendants of the African American Education and Academic Success Conference at the California State University of Fresno. The overall theme of my workshop was how to achieve goals especially under conditions of great uncertainty. Blue Ocean Success is the destination of extraordinarily successful projects.
For more widespread distribution of the workshop's content, I've reframed the aforementioned theme using "APEX" which is an acronym for "Adaptive Planning and Execution." Coined in 2003, APEX refers to the current planning paradigm that the United States Department of Defense is using to “create and revise military plans rapidly and systematically, as circumstances require.” APEX is a powerful paradigm for planning and execution especially in an environment that is volatile, uncertain, complex, and ambiguous (VUCA). In the military establishment, APEX is currently disrupting the Red Ocean of deliberate planning.
Although APEX is a very powerful paradigm and methodology, little is known or published about it. Moreover, APEX was designed for the US Department of Defense, which is sometimes described as the world's largest, most complex, and powerful bureaucracy. Consequently and to my knowledge, APEX is not transparently and systematically applied outside of the military establishment. Nevertheless, I believe that APEX would soon revolutionize the world of business planning as well as non-profit planning.
This presentation introduces "1-Page APEX" as a visual tool that greatly simplifies understanding and application of the original APEX methodology especially by entrepreneurs, startups, established businesses, and non-profit organizations. Using the 1-Page APEX can significantly eliminating waste while accelerating the innovation of products and services that create Blue Ocean Success. In short, 1-Page APEX would help you achieve success sooner or at worst, achieve failure sooner and far less expensively.
Now, it's your turn to explore ... Just remember that in the world of 1-Page APEX, proposed actions are hypotheses or experiments that require rapid validation while iteratively moving towards your desired goal.
Bon voyage ...
http://goo.gl/KlS8CD
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 Map is a cross-over diagram among Blue Ocean Strategy, Service Design, Lean Startup and BM Canvas. The backbone of business model map is 'Business Model Zen'
1-Page L.I.S.T.: Community Problem Solving & Design (CPSD) for Kids, Entrepr...Rod King, Ph.D.
This presentation introduces the 1-Page LIST, which is a new visual tool for Community Problem Solving & Design (CPSD). Based on Innovate Salone's 8 Topics for a Project Proposal, the visual tool of the 1-Page LIST is designed to be used in every phase of an innovation project cycle: from idea conception to problem-solution fit and product-market fit to business model fitness/scaling. The 1-Page LIST debunks the myth of "One Tool Does Not Fit All." As a customizable platform tool, the 1-Page LIST is the main tool for the methodology of Universal Problem Solving & Performance Management (UPSPM). Consequently, the 1-Page LIST can be used in conjunction with all ideas, tools, and methodologies in business and organizational development. Favorite complementary tools and methodologies include the Kanban Board, Business Model Canvas, and Lean Canvas as well as Design Thinking, Lean Startup Methodology, and Six Sigma Methodology. Using the 1-Page LIST saves teams tremendous time, money, and other resources as well as greatly facilitates communication in multi-disciplinary teams. The framework of the 1-Page LIST is tacitly/explicitly used in innovation and improvement projects around the world especially in community problem solving programs in Sierra Leone, Kenya, and South Africa.
The presentation covers a wide spectrum of applications of where “less is more”. The presentation discusses that for every trend there is an opposing and stabilizing trend. This observation may open the door for many applications.
The Rich 3-Act Business Model STORYBOARD: Rapid Business Model Prototyping, S...Rod King, Ph.D.
Despite the recent proliferation in business model representation, business model visualization is relatively poor and still fraught with many problems. I’ve observed 10 Business Model Problems, each problem of which has been solved by the “3-Act Business Model Network,” a simple and information-rich platform for visualizing, organizing, integrating, discussing, innovating on, testing, evaluating, benchmarking, and managing business models as well as stories.
In brief, the 3-Act Business Model Network provides an all-in-one platform for facilitating not only business model prototyping, strategy, validation, and execution but also story prototyping, testing, and management. Using the “rich” 3-Act Business Model Network, you could achieve great savings in time, cost, and energy while holistically prototyping and managing business models as well as inspirational stories of change.
To facilitate use of the 3-Act Business Model Network, the tool is applied to the business model of Apple’s iPod; see http://goo.gl/zdZ05f
Below is a list of 10 problems that plague other representations of a business model.
#1: TOWER-OF-BABEL Problem
#2: BUILDING BLOCK OVERLOAD Problem
#3: INCOHERENT BUSINESS-MODEL-LOGIC Problem
#4: REVERSE-INCOME-STATEMENT Problem
#5: ASSUMPTION-FORMULATION-AND-TESTING Problem
#6: PERFORMANCE-MANAGEMENT Problem
#7: EXTERNAL BUSINESS MODEL INTEGRATION Problem
#8: HOLISTIC BUSINESS MODEL Problem
#9: UNILEVEL BUSINESS MODEL Problem
#10: SHARED-VALUE Problem
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.
BUSINESS DESIGN MAP: A Visual Platform for 1-Page Business Planning and Proje...Rod King, Ph.D.
The days of the traditional and voluminous business plan are almost over, especially for entrepreneurs and startups. Today, many startups prefer and use a 1-page document to present their business ideas and plans as well as business models. Popular 1-Page business documents include the Balanced Scorecard, Strategy Map, One Page Business Plan, Business Model Canvas, and Lean Canvas. However, these 1-Page documents do not use a common framework and language to present their ideas. It is not easy to know similarities and differences between the different 1-page documents. In addition, the approaches appear fragmented.
In this presentation, the visual tool of the Business Design Map is presented as a tool for universal problem solving and project/platform management. The Business Design Map is a visual platform that can be used to present or "plug and play" any business tool including a 1-Page Business Plan, Balanced Scorecard, Strategy Map, Business Model Canvas, and Lean Canvas as well as 10 Investor Questions and 10 Consultant Questions.
4by4 Business Model Patterns (ver1.0, english edition)The Innovation Lab
The 4by4 Business Model Patterns is a framework to use more than 38 business patterns for empowering and tweaking prior business model to new one.
It applies the four arithmetical operations to business model components like Customer, Product, Channel, Profit Model.
This is my slide deck for a guest talk I'm doing on content curation for a Trends in Social Media Communication course (EXSM 3991) at the University of Alberta. Exciting!
Visual Action Board (for Value Check, English Edition)The Innovation Lab
This board can make you to validate value hypothesis of your business model. You can plan an experiment and check the real action status as SCRUM project management do.
*How to use it
1.Break down your business hypothesis into 3 parted assumptions. (C-P, P-S, S-E)
2.Plan how to experiment on each assumptions.
3.Set up criteria on completion and success of experiment.
4.Attach experiment post-it to To-Do area of sprint zone.
5.Move the experiment post-it to Doing and Done as status changes.
6.Reflect the result and share the lesson with your team.
7.Decide if the assumption is validated or not.
8.Modify the old assumption to new one if it is invalidated.
9.All the process is iterative and ordered by C-P, P-S and S-E.
BUSINESS DESIGN PERIODIC TABLE (BDPT): The Amazing Global Race to Achieve Uni...Rod King, Ph.D.
There is an amazing but apparently invisible race going on in the world of business problem solving and project management. Global corporate giants such as IBM, GE, and Samsung are massively acquiring talent and other resources for the pending cognitive war of “Universal Problem Solving & Project Management (UPSPM).” Global corporations want to rapidly develop and deploy frameworks for UPSPM, the three main legs of which are Business Planning, Business Model/Design Thinking, and Lean Startup Method.
In today’s volatile, uncertain, complex, and ambiguous environment, there is increasing consensus that complex or “wicked” problems are best solved holistically in one tent rather than in a piecemeal manner in several silos. In other words, there is increasing agreement that Holistic Thinking, Collaboration, and Wisdom of the Crowd trump Mechanistic Thinking, Individualism, and the Lone Genius.
Although traditionally bespoke tools have been used for creative problem solving and project management, there is a need - in the name of greater efficiency and effectiveness - to integrate paradigms and tools for problem solving solving and project management. Today, integrated approaches and tools are subsumed under the heading of “Business Design.” Educational institutions such as the University of Toronto’s Rotman School of Management and Domus Academy in Milan (Italy) offer postgraduate degrees in Business Design. Companies, which embrace Business Design, include P & G, GE, Samsung, SAP, and Airbnb. Long-term practitioners of business design include the world's most innovative companies such as Apple and Google.
Basically, there are two polarizing schools of thought regarding the holistic paradigm of UPSPM. On the one hand, there is the school of UPSPM. It is fair to say that UPSPMers believe one methodology can be used to solve both "tame" and "wicked" problems. On the other hand, there is the school of Anti-UPSPMers who believe that "one size does not fit all:" each class of business problems is unique and demands bespoke or customized tools and solutions. Although business has been dominated by Anti-UPSPMers, the number of UPSPMers is on the rise especially as the paradigms of Business Design and Ambidexterity gains more prominence.
More and more books are being published regarding the paradigm of UPSPM and in particular, Business Design. However, the tools are sparse and poorly integrated. Integrated frameworks for Business Design include the following: IDEO's Design Thinking, Dan Roam's SQVID, Simon Sinek's Golden Circle, Steve Blank's Customer Development Stack, Ash Maurya's Lean Stack, and Kevin Boudreau's Framework of Frameworks. With the exception of Boudreau's Framework of Frameworks, there's no other framework that ties together apparently disparate tools of Business Design. However, Boudreau's Framework of Frameworks is conceptual unlike in this presentation that features a visual and scalable framework for UPSPM.
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.
Customer Growth Factory: A Better Way to Visualize Lean Startups and Establis...Rod King, Ph.D.
"What's in a name? That which we call a rose
By any other name would smell as sweet."
William Shakespeare
***
What is a business?
According to Peter Drucker, the purpose of a business is to acquire and keep customers. However, many concepts and descriptions of a business do not reflect the need or goal of acquiring, keeping, and growing customers. In recent years, the concept of a business especially for startups is being challenged. One of the most popular concepts in recent years is Eric Ries's "Lean Startup." Ries defines a (lean) startup as follows:
"A startup is a human institution designed to create a new product or service under conditions of extreme uncertainty."
While Ries's concept is powerful in highlighting the temporary and experimental nature of a startup, it does not provide a unifying systems metaphor that comprehensively describes the ASPIRATIONS of startups as well as established businesses. I therefore came up with the concept of a "Customer Growth Factory" to fill this void.
There is strong synergy between the concept of a lean startup and that of a Customer Growth Factory. Also, a "Customer Growth Factory" relates to Scott Anthony and David Duncan's "Growth Factory." Further, Ash Maurya's concept of a "Customer Factory" ties in with ideas of a Customer Growth Factory in that one of the goals of a Customer Growth Factory is to produce happier customers. A key advantage of the concept of the Customer Growth Factory is that as a "business system", it can be related to both old and emerging ideas of a business. For rapid description, analysis, prototyping, and design of a a business, a Customer Growth Factory is represented using a business model strip.
Business Model CANVAS vs. Business Model STRIP: Save More Money, Energy, and ...Rod King, Ph.D.
The above presentation focuses on answering the question: In volatile time, what tool would you use for rapidly and inexpensively prototyping business models?
Customer Growth Hacking: The First Things You Need to Know to Exponentially G...Rod King, Ph.D.
The late Peter Drucker once said, "The purpose of business is to create and keep a customer." How wise!
And what a customer-centric presentation of a business's main goal especially for startups: create and keep customers. But, how can entrepreneurs as well as startups rapidly and inexpensively acquire, retain, and grow customers?
To answer the above question, this presentation introduces the concept of "Customer Growth Hacking" while visually defining it. As can be seen in the above slide, Sean Ellis's concept of "Growth Hacking (GH)" is a subset of "Customer Growth Hacking (CGH)."
While Growth Hacking focuses on technology, marketing tactics, and PR to accelerate customer growth, Customer Growth Hacking deals with a more holistic perspective. In particular, Customer Growth Hacking involves strategies as well as tactics for rapidly and inexpensively discovering as well as solving Big Urgent Market Problems (BUMPs). Customer Growth Hacking uses an experimental (Lean Startup) approach while continuously applying the O.T.H.E.R. Loop to discover and solve customer problems. O.T.H.E.R. is an acronym for Observe different; Think different; Hypothesize different; Experiment different; Reflect different.
Over the years, I've developed many, many tools for holistically discovering and solving problems in any domain. All these tools are now brought together and tightly integrated under the umbrella of Customer Growth Hacking. Please note that Customer Growth Hacking is synonymous with what I sometimes call "Leaner Problem Solving."
The best of luck as you apply Customer Growth Hacking to rapidly and inexpensively discover as well as solve BUMPs.
Business Model Strips for Customer Growth Hackers: A New Business Model Notat...Rod King, Ph.D.
5 Business Model Strips for Customer Growth Hackers (It’s not what you think!)
***
“Customer Growth Hacking is at the heart of the Entrepreneurial Revolution (ER), the epicenter of which is in Silicon Valley.” Rod King
***
First, let’s take a short quiz:
Who is a CUSTOMER GROWTH HACKER?
1) Is (s)he someone making TRADITIONAL BUSINESS PLANNERS obsolete?
2) Is (s)he someone making TRADITIONAL MARKETERS obsolete?
3) Is (s)he someone making TRADITIONAL BUSINESS STRATEGISTS obsolete?
Actually, all of the above answers are correct. The presentation above explains how.
---
http://goo.gl/Rs0DqN
The 8 Pillars of Silicon Valley's Methodology of Customer Growth Hacking: How...Rod King, Ph.D.
Have you ever wondered what is the methodology that startups in Silicon Valley use to inexpensively and rapidly build Billion Dollar $tartups? Do you wonder how firms such as Apple, Google, Intuit, Facebook, AirBnB, and Dropbox rapidly innovate while making competitors irrelevant?
Well, I've dubbed Silicon Valley's methodology as "Customer Growth Hacking." I'd like to note that Customer Growth Hacking is both a descriptive (explanatory) theory as well as an operational (prescriptive) tool regarding the exponential growth of customers. Above are the 8 Pillars of Silicon Valley's Methodology of Customer Growth Hacking.
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
4Q-Business Model Model Strip: DNA of a Faster, Simpler, and Scalable Busines...Rod King, Ph.D.
Of all approaches for business growth, the approach of creating game-changing business model innovation is widely acclaimed as the most profitable and defensible way of growing a business. However, the art and science of creating game-changing business models is little understood. In short, Business Model Mechanics is a nascent field where intuition prevails over systematic tools.
Currently, the most common tool for visualizing or prototyping a business model is Alex Osterwalder's Business Model Canvas. However, with its 9 building blocks, the Business Model Canvas is complex to learn as well as slow and difficult to apply especially for startups. There are just "too many balls in the air" when using the Business Model Canvas especially when finding Problem-Solution Fit for a startup. Also, the logic behind the visual design of the Business Model Canvas is not obvious or intuitively aligned with the simple definition of a business model: "A business model describes how a business sustainably makes money." This non-obvious logic has resulted in many modifications to the original Business Model Canvas and "non-business model diagrams" being the outcome.
Based on Rod King's Business Model Strip, the 4Q-Business Model Strip introduces a simpler, faster, and scalable tool for visualizing and prototyping business models. The "4Q" refers to the 4 questions on which the Business Model Strip is based: Why? Who? What? How?
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.
The Business Model Tree: 3 Simple Ways to Visualize a Business Model & Have "...Rod King, Ph.D.
What is a business model? That is the question that every organization must ask and collaboratively answer.
Currently, there's no consensus regarding the definition and visualization of a business model. However, the above presentation increases a 1-page definition and visualization of a business model to which all other business model definitions and visualizations relate. Hopefully, the above presentation would help the business community develop a shared language and understanding of what a business model means.
9-Gear Business Model Yacht: Visually Document, Test, and Validate PROFITABIL...Rod King, Ph.D.
A few days ago, I bought an interesting book on arguably business's hottest topic: Business Model Innovation. The book, "Gear Up," is written by Lena Ramfelt, Jonas Kjellberg, and Tom Kosnik. Gear Up is a well written book and covers 9 "Gears" or elements of a business model. Notable missing elements or building blocks are "Value Proposition," "Cost Structure," and "Product/Service." However, these elements are covered in the discussion of other Gears. Also, some descriptions of the Gears such as "Customer Acquisition" and "Team" are too specific. This specificity may lead some practitioners to omit valuable information that relates to their business model. I would suggest the use of "Channels" for "Customer Acquisition" and "Internal Resources" for "Team." Finally, "Profit" is not highlighted as a Gear.
What I particularly like about the Gear Up book is its focus and information presented under the Gear of "Team." Unlike in many books on business model innovation, Gear Up discusses the number and type of members required to form a team that is likely to deliver successful business model innovation. In addition, the Gear Up framework explicitly considers "Competitors" and in particular, Competitive Strategy in terms of Blue Ocean Strrategy.
Although the content of Gear Up is great especially when combined with its checklist of questions at the end of each chapter, the book does not present a graphic, template, or worksheet that facilitates the collection and organization of ideas on a business model. Consequently, in this presentation, I offer the Business Model Yacht as a multi-level system framework for visually organizing and managing ideas on each Gear of a business model. Use of the 9-Gear Business Model Yacht ensures that ideas for business models are rapidly documented, tested, and validated with a view to discovering and scaling a profitable business model. Hopefully, purchasers and readers of the 9-Gear book would find this enhancement useful. Your feedback would be appreciated.
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.
Business DNA Model, Balanced Scorecard, and Strategy Map: A Visual Mathematic...Rod King, Ph.D.
This presentation features a 1-Page Diagram of the Business DNA Model as a platform for visually documenting, organizing, managing, and evaluating ideas on business models. The Business DNA Model can also be used to more deeply understood tools of Performance Management such as the Balanced Scorecard and Strategy Map as well as business modeling tools such as the Business Model Yacht, Business Model Canvas, and Lean Canvas.
http://goo.gl/qRZhwV
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.
SaaS Marketing: Expert Paid Media Tips Backed By $150M In Ad SpendSearch Engine Journal
In the face of growing challenges with customer acquisition, it’s important to know where to focus your ad spend.
Do you know how to optimize for lower customer acquisition costs and pipeline growth that keeps your sales team busy and your CFO happy?
Watch and learn a unique methodology for growth that has driven massive revenue at a lower cost for hundreds of SaaS brands. We’ll dive into case studies backed by real data from over $150 million in SaaS ad spend per year.
You’ll learn:
- Why leveraging first-party data rather than third-party data is key for success.
- Ways to compare channel level performance using the Customer Lifetime Value to Customer Acquisition Cost (LTV:CAC) formula.
- Strategies for growing pipeline revenue that identify and emotionally connect with your exact persona at your ideal account.
With Garrett Mehrguth, co-founder and Chief Executive Officer of Directive, we’ll explore how to use financial modeling using LTV:CAC formulas across your channels for better budget allocation that your CFO will love.
Register and get expert tips and proven strategies for hitting your growth goals next year.
Learn how to measure and communicate the value your Customer Success team creates. In this webinar, we'll discuss ways to measure how Customer Success 1) Prevents Churn, 2) Drives Retention, 3) Enables Upsell, and 4) Accelerates New Business.
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.
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...Rod King, Ph.D.
This presentation introduces the WHY, WHAT, and HOW of the Fractal Gridding Technique, which is an invention of Dr. Rod King. Fractal Gridding and in particular, the 3x3 Fractal Grid, can be used for effectively and efficiently organizing, managing, and tracking ideas everywhere: at School, Home, Outdoors, and Work (SHOW). The goal of daily using Fractal Gridding is to rapidly become a lifelong EPIC Learner. "EPIC" is an acronym for "Exponential Productivity, Innovation, and Creativity."
Way to go lifelong EPIC Learner!
And good long in your journey.
Build a Culture for Rapidly Achieving BALANCED GREATNESS Everywhere: A Case S...Rod King, Ph.D.
This presentation features the methodology of Ambifragile Project Planning & Execution (APPEx) which aims to facilitate the building of a Balanced Greatness culture everywhere. A case study on APPEx is presented using information from the 2018 mayoral campaign in Freetown (Sierra Leone) of candidate Yvonne Aki-Sawyerr. This presentation illustrates how APPEx can be used not only in reframing and visually presenting the vision of any political campaign but also in translating into reality and through projects a candidate's vision, strategy, and conceptual plan for achieving Balanced Greatness. Also, the APPEx methodology offers brain-friendly tools and graphic organizers such as the 1-Page Vision-Strategy-Plan and 1-Page Ambifragile Project Plan that can be used to rapidly discover and solve pains in any domain as well as at personal, team, and societal levels. The approach of APPEx visually synthesizes the world's best tools for visually collecting, organizing, managing and evaluating information in projects at any level or scale.
PS: I'd like to note that although the presentation uses material from the campaign of mayoral candidate Yvonne Aki-Sawyerr, she neither ordered this presentation nor endorses it. This case study is purely academic and meant to illustrate how the APPEx methodology can be used to rapidly build a culture for achieving Balanced Greatness everywhere on the planet especially in Sierra Leone and starting from Freetown, her capital city.
APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...Rod King, Ph.D.
Nowadays, business is suffering from what I call the "Tower of Babel (TB)" phenomenon: there are too many disparate or fragmented business tools. Each business tool appears to have a language of its own so that communication between users of different tools is fraught with great difficulties. This situation is reminiscent of the Tower of Babel event which is described in the Bible.
But, how can one eliminate the Tower of Babel phenomenon regarding business tools and their uses? Conceptually, the ideal solution involves use of an "operating system" or a platform that permits application of every tool while eliminating their trade-offs. An ideal solution is the Adaptive Planning & Execution (APEx) platform which is featured in this presentation. The APEx Platform can be used to rapidly organize, manage, and present problems as well as solutions for greater national security and prosperity.
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...Rod King, Ph.D.
The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?
This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...Rod King, Ph.D.
"Business Model Hacking (BMH)" refers to a multilevel mapping methodology that uses the unit of analysis of a business model to rapidly discover and eliminate pain in the lifecycle of any system, project, and/or business model. The approach of Business Model Hacking can be applied to projects in the public and private sectors as well as non-governmental organizations and society in general. The current program of "Hacking for Defense (H4D)," which is pioneered at Stanford University can be regarded as a basic instance of Business Model Hacking that uses the Mission Model Canvas (Business Model Canvas) and Value Proposition Canvas within the framework of the Lean Launchpad Methodology. However, given the "12 Handicaps" of the Mission Model Canvas (Business Model Canvas), Rod King uses a different toolkit for Business Model Hacking. Details of King's toolkit can be found in his groundbreaking book, "Business Model Canvas: A Good Tool with Bad Instructions?" This book is available at Amazon.com.
This presentation focuses on King's two tools for Business Model Hacking: Problem Solving Theater (PST) and Value Engine Map (VEM). These tools are applied to proposed projects in the National Defense and Intelligence Communities. When properly applied, tools of Business Model Hacking can help organizations to effectively and efficiently achieve their goals, vision, and mission. In particular, Business Model Hacking can help the National Defense and Intelligence Communities to rapidly save thousands of lives as well as millions of dollars.
STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanfo...Rod King, Ph.D.
You may be wondering about the question, "What is StudentSourcing?" Well, here are three things you quickly need to know about "StudentSourcing."
1) StudentSourcing is a term independently coined by Rod King to describe the emerging phenomenon and multisided business model where tough national, regional, and/or local problems in the public sector and private sectors as well as community are “outsourced” or “crowdsourced” to student teams in primary, secondary, and/or tertiary education who provide validated and scalable solutions (prototypes)
2) The most prominent example of StudentSourcing or a StudentSourcing business model involves the “Hacking for X (H4X)” and in particular, “Hacking for Defense (H4D)” program, which was created at the Stanford University and is currently spreading worldwide
3) For public sector and community projects, StudentSourcing can be regarded as a de facto “National Development Service program” for students
This presentation focuses on three Global Pain Solving (GPS) tools that can be used to facilitate StudentSourcing including the Hacking for Defense (H4D) program at Stanford University. The GPS tools complement the Lean LaunchPad Methodology that is used in the H4D program.
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...Rod King, Ph.D.
THIS ONE MAP REVOLUTIONIZES PRODUCT POSITIONING, BUSINESS STRATEGY, AND INNOVATION ACCOUNTING: The 2x2 Value Engine Map
Not many people know or would like to admit it: There are many popular but misleading ideas in business especially from established and emerging business “gurus.” A popular but misleading idea is the maxim of “One tool does not fit all.”
The cliche of “One tool does not fit all” stems from the last century when “pipes” or single-sided business models were dominant. In this century, “platforms” or multisided business models are increasingly disrupting traditional pipe business models. Whereas a pipe business model tries to resolve a single trade-off, a platform or multisided business model is designed to resolve two or more trade-offs. An excellent example of the transition from a pipe to a platform business model can be seen in the evolution of the business model of Apple’s iPod which finally morphed into a platform for the iPhone.
In the graphic below, I present a tool of and for BUSINESS CONSILIENCE: a 2x2 Value Engine Map. This Value Engine Map can be used to facilitate product pitching, business planning, business strategy, and business model design as well as the process of innovation accounting in the Lean Startup Methodology.
So, what do you think?
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...Rod King, Ph.D.
Originally conceived by Alexander Osterwalder, the Business Model Canvas is widely used by entrepreneurs to document the status of their business models. In principle, the Business Model Canvas can be used as a versatile tool for discovering and solving any type of pain on the planet. However, the Business Model Canvas is sub-optimally used. The Business Model Canvas has 12 "handicaps" that constrain it as a versatile tool for Open & Multilevel Pain Solving. This book critically and deeply explores the Business Model Canvas with a view to identifying as well as fixing its handicaps. Complementary tools such as the Business Model Strip, POKER Scorecard, and POKER Canvas are suggested to be used so that the full potential of the Business Model Canvas can be realized.
Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...Rod King, Ph.D.
This presentation features the POKER-Scorecard which is a shared language and platform for presenting and applying any business tool especially those used in Silicon Valley.
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...Rod King, Ph.D.
This presentation presents 12 "Disruption Vulnerabilities" or Achilles's Heels of the Business Model Canvas. Although the Business Model Canvas serves as a good tool for visually documenting a business model, it is limited in many respects especially with documenting, analyzing, and designing two/multisided markets (platforms). The tool of the Business Model Strip is presented as an alternative that eliminates the Disruption Vulnerabilities of the Business Model Canvas.
The Business Model Strip is designed with a multilevel paradigm so that it can be presented at various levels and in different visual formats. This presentation features the Business Model Strip in "canvas" (tessellation) format with 5 blocks (meso-level) as well as 9/11 blocks (micro-level). Finally, a visual template and checklist for an Exponential Business Canvas are presented.
Universal Business Modeling Template & Language for Venture Capitalists, Scal...Rod King, Ph.D.
This presentation features the Business Model Strip, which is a universal business modeling template. The Business Model Strip provides a common visual language for mapping the topics of every business model template on the planet. Consequently, using the Business Model Strip facilitates conversations on business model innovation and improvement between users of differing templates such as the Community Happiness Canvas, Business Model Canvas, Lean Canvas, and Business Model Matrix.
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...Rod King, Ph.D.
Of late, there seems to be one tool for every business goal or objective. Such proliferation of tools leads to a lot of waste in terms of money, energy, and time that are required to learn and master business tools. The Business Model Strip is a "revolutionary approach" that introduces a master (platform) tool that relates to all business tools. Here, the Business Model Strip or "One Line Business Model (OLBM)" is presented from the perspective of the SIPOC tool.
Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...Rod King, Ph.D.
This presentation features an approach for Standard Pain Solving (SPS) in any domain. The Standard Pain Solving Methodology involves two steps: 1) Ask a Pain Solving Question (PSQ) in the format of "How Might We Eliminate Pain (HMWEP) of X?" 2) Use the Business Model Strip to Iteratively Answer the Pain Solving Question.
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?Rod King, Ph.D.
The Business Model Canvas and Lean Canvas are "staple business tools" that are used the world over by entrepreneurs, startups, and established companies. But the question is: Should we burn the Business Model Canvas as well as the Lean Canvas?
Burning a business tool may be strange. And admittedly, "burning a business tool" is a gimmick to stir up controversy especially with practitioners and fans of a business tool. Alexander Osterwalder stirred up fans and ardent practitioners of the Business Plan when on November 26, 2012 he wrote an article in the online Wall Street Journal, "Burn Your Business Plan - Before it Burns You;" see http://blogs.wsj.com/accelerators/2012/11/26/burn-your-business-plan-before-it-burns-you/
I present the issue of burning the Business Model Canvas and Lean Canvas because they have rather irreparable structural problems. And, in my view, the structural problems of the Business Model Canvas and Lean Canvas are limiting creativity and innovation in business modeling tools. Many cannot escape the box of the Business Model Canvas or Lean Canvas.
In this document, I present a case on why the Business Model Canvas and Lean Canvas should be burnt. An alternative tool of the Business Model Strip is introduced. Luckily the Business Model Strip is compatible with both the Business Model Canvas and Lean Canvas.
Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...Rod King, Ph.D.
This presentation features the Business Model Strip SCORECARD, which is a template for radically improving the performance of business models for startups as well as as established companies. The Business Model Strip Scorecard seamless integrates ideas from the Balanced Scorecard, Strategy Map, and Business Model Canvas as well as over 10 other business tools. Consequently, the Business Model Strip Scorecard offers the most comprehensive tool for managing the performance of business models.
Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...Rod King, Ph.D.
I recently came across the Flourishing Business Canvas and I'm struck by its conceptual rigor which is similar to that of the Total Happiness Canvas that I developed. The Flourishing Business Canvas was developed by Antony Upward.
Rod King's Total Happiness Canvas involves an application to business modeling of Albert Einstein's idea of a SpaceTime continuum. SpaceTime is defined by two question-tags: When (Time) and Where (Space or System). The four question-tags of Who, What, How, and Why define a system including its impacts or value (negative and positive).
Integrated with the Total Happiness Canvas is a heuristic for universal pain (problem) solving and learning, that is, the Pain-Plan-Do-Review (PPDR) Cycle. This heuristic draws upon the learning cycle of Plan-Do-Review as well as Deming's Plan-Do-Check-Act (PDCA) cycle for continuous improvement. Addition of a "Pain" dimension to the latter cycle expands the aforementioned heuristics to a cycle for pain (problem) solving.
In this presentation, I present side-by-side topics of the Flourishing Business Canvas and the Total Happiness Canvas. In this way, similarities and differences between the two canvases can be quickly seen.
There are two major differences between topics of each tool. First, the topics of the Total Happiness Canvas are driven by a question-and-answer framework. In particular, the Total Happiness Canvas is driven by a Pain Solving Question (PSQ) that must first be formulated. The basic format of the PSQ is: "How Might We Eliminate Pain (HMWEP) of 'X'?' It's important to note that 'X' can be any theme, topic, or issue. The PSQ is then iteratively answered by going through the Pain-Plan-Do-Review (PPDR) Cycle. Tools like the Business Model Canvas, Lean Canvas, and Flourishing Business Canvas serve as 'scoreboards' while iteratively answering the PSQ.
The second main difference is that the Total Happiness Canvas is a visual "plug-and-play" platform that provides a Universal Pain Solving & Project Management (UPSPM) process for achieving goals in any domain. All business tools can be used in conjunction with the Total Happiness Canvas. Consequently, the Total Happiness Canvas can be used for "playing" the tool of the Flourishing Business Canvas. While using the process of the Total Happiness Canvas, the Flourishing Business Canvas acts as a visual information manager or 'scorecard' for organizing and managing ideas on each topic within the framework of UPSPM.
Finally, when used with the Total Happiness Canvas, many tools such as in Design Thinking, Six Sigma Methodology, Lean Startup Method, and Theory can be seamlessly applied using the Flourishing Business Canvas. The framework of the Total Happiness Canvas allows many and varied pain (problem) solving tools to be mixed and matched.
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVASRod King, Ph.D.
The first 'canvas' tool, which I encountered in business, was the Strategy Canvas in the toolkit of Blue Ocean Strategy. The Strategy Canvas involves the plot of Value Curves for organizations (businesses) in the Red Ocean as well as Blue Ocean. After the Strategy Canvas came the tessellation of the "Business Model Canvas that was developed by Alexander Osterwalder.
The Business Model Canvas is a 'phenomenon' in the business community especially for startups. The Business Model Canvas is used worldwide and has spawned countless variations of its tessellation. The Lean Canvas by Ash Maurya is the most popular variant of the Business Model Canvas.
The tessellated format of the Business Model Canvas has many advantages including the facilitation of collaborative visual presentation of business model ideas both horizontally (on a table) and vertically (on a wall). However, the tessellated template has 'straight-jacketed' how people think about the visual structure of a business model. A large majority of people now think that a tessellation is the only format for visually presenting a business model. Such thinking has serious disadvantages, for the topics of a business model are "nodes" that can be expressed in a wide variety of graphical formats such as in a chain, tree (Mind Map), and network.
In this presentation, the four nodes (Pain-Plan-Do-Review) of the Total Happiness Canvas or Pain-Plan-Do (PPDR) Cycle are presented using a family of visual templates: Chain; Macro-canvas; Tree; Network. The format of the Macro-canvas consists of 5 macro-blocks. There is strong structural correspondence between the visual format of the Macro-canvas and that of the Business Model Canvas which consists of 9 building blocks. The "Pain" block of the Macro-canvas can be decomposed into three blocks of the Business Model Canvas: Customer Segments; Customer Relationships; Channels. In a similar manner, the "Do" block can be decomposed into three blocks of the Business Model Canvas: Key Partners; Key Activities; Key Resources. The same decomposition principle applies to the Lean Canvas as well as other canvases.
By introducing flexibility and variation in visually presenting the topics that describe a business model, we can take advantage of the strengths of other visual templates while minimizing the inherent weakness of a tessellated format. Further, we can develop agility in visual communication by freely having conversations using different visual templates for business models.
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.
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.
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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.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
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.
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Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Global Interconnection Group Joint Venture[960] (1).pdf
Customer Growth Hacking for Lean Startups: How Silicon Valley is Creating Billion Dollar $tartups
1. Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
Customer
Growth
Storyboard
Using
a
Business
Model
Strip
to
Comprehensively
Visualize
a
Customer
Growth
Factory
S:
Supplier
C:
Customer
Business
Model
Strip
(System:
Customer
Growth
Factory)
Processing
(Stock)
2. Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
Goal/Job
To
Get
Done
(JTGD)
Value:
+/-‐
(Trade-‐off;
Margin)
Delight:
+
(Revenue/Streams)
Pain:
-‐
(Cost/Structure)
Node
(Object)
S:
Supplier
C:
Customer
Processing
(Stock)
Business
Model
Strip
(System:
Customer
Growth
Factory)
Customer
Growth
Storyboard
Using
a
Business
Model
Strip
to
Comprehensively
Visualize
a
Customer
Growth
Factory
3. Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
Goal/Job
To
Get
Done
(JTGD)
Value:
+/-‐
(Trade-‐off;
Margin)
Delight:
+
(Revenue/Streams)
Pain:
-‐
(Cost/Structure)
Node
(Object)
S:
Supplier
C:
Customer
Business
Model
Strip
(System:
Customer
Growth
Factory)
Customer
Growth
Storyboard
Using
a
Business
Model
Strip
to
Comprehensively
Visualize
a
Customer
Growth
Factory
Product
(MVP)/
Strategy/
Vision
4. Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
Goal/Job
To
Get
Done
(JTGD)
Value:
+/-‐
(Trade-‐off;
Margin)
Delight:
+
(Revenue/Streams)
Pain:
-‐
(Cost/Structure)
Node
(Object)
S:
Supplier
C:
Customer
Business
Model
Strip
(System:
Customer
Growth
Factory)
Customer
Growth
Storyboard
Using
a
Business
Model
Strip
to
Comprehensively
Visualize
a
Customer
Growth
Factory
Payment
Product
(MVP)/
Strategy/
Vision
5. Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
Goal/Job
To
Get
Done
(JTGD)
Value:
+/-‐
(Trade-‐off;
Margin)
Delight:
+
(Revenue/Streams)
Pain:
-‐
(Cost/Structure)
Node
(Object)
Customer
Growth
Storyboard
Using
a
Business
Model
Strip
to
Comprehensively
Visualize
a
Customer
Growth
Factory
6. Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
i
p
m
a
c
t
Customer
Growth
Storyboard
Comprehensively
Visualize
a
System
System,
Environment,
and
Impact
(Value;
Trade-‐off:
Success
Criteria/Metrics/Key
Performance
Indicators)
System
7. Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
Business
System
Engagement
(Experience)
AcTvaTon
Referral
Reward
(Revenue)
E
A
A
R
R
R
RetenTon
AcquisiTon
Customer
Growth
Storyboard
Comprehensively
Visualize
a
Business
System
Business
System,
Environment,
and
Impact
(Value;
Trade-‐off:
Success
Criteria/Metrics/Key
Performance
Indicators)
8. Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
Business
Model
Engagement
(Experience)
AcTvaTon
Referral
Reward
(Revenue)
E
A
A
R
R
R
RetenTon
AcquisiTon
Customer
Growth
Storyboard
Comprehensively
Visualize
a
Business
Model
Business
Model,
Environment,
and
Impact
(Value;
Trade-‐off:
Success
Criteria/Metrics/Key
Performance
Indicators)
9. Customer
Growth
Storyboard
“EAARRR”
Success
Criteria
(Metrics)
for
InnovaTon
AccounTng
Engagement
(Experience)
AcTvaTon
Referral
Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
E
A
A
R
R
R
RetenTon
AcquisiTon
Reward
(Revenue)
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
Problem-‐
Solving
Cycle
(Steering)
10. Customer
Growth
Storyboard
“EAARRR”
Success
Criteria
(Metrics)
for
InnovaTon
AccounTng
Engagement
(Experience)
AcTvaTon
Referral
Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
E
A
A
R
R
R
RetenTon
AcquisiTon
Reward
(Revenue)
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
11. Customer
Growth
Storyboard
“EAARRR”
Success
Criteria
(Metrics)
for
InnovaTon
AccounTng
Engagement
(Experience)
AcTvaTon
Referral
Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
E
A
A
R
R
R
RetenTon
AcquisiTon
Reward
(Revenue)
6
B.U.M.P.-‐QUESTIONS
FOR
CUSTOMER
GROWTH
HACKING
(CGH)
How
might
we
ideally
increase
…
E:
Engagement
(Experience)?
A:
AcquisiTon?
A:
AcTvaTon?
R:
RetenTon?
R:
Referral?
R:
Reward?
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
12. Engagement
(Experience)
Hacks
AcTvaTon
Hacks
Referral
Hacks
Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
E
A
A
R
R
R
RetenTon
Hacks
AcquisiTon
Hacks
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
Reward
(Revenue)
Hacks
6
B.U.M.P.-‐QUESTIONS
FOR
CUSTOMER
GROWTH
HACKING
(CGH)
How
might
we
ideally
increase
…
E:
Engagement
(Experience)?
A:
AcquisiTon?
A:
AcTvaTon?
R:
RetenTon?
R:
Referral?
R:
Reward?
Customer
Growth
Storyboard
6
Categories
of
Customer
Growth
Hacks
13. Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
E
A
A
R
R
R
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
6
B.U.M.P.-‐QUESTIONS
FOR
CUSTOMER
GROWTH
HACKING
(CGH)
How
might
we
ideally
increase
…
E:
Engagement
(Experience)?
A:
AcquisiTon?
A:
AcTvaTon?
R:
RetenTon?
R:
Referral?
R:
Reward?
Customer
Growth
Storyboard
6
Categories
of
Customer
Growth
Hypotheses
(EAARRR-‐InnovaBon
AccounBng)
Engagement
(Experience)
Hypothesis
AcTvaTon
Hypothesis
Referral
Hypothesis
RetenTon
Hypothesis
AcquisiTon
Hypothesis
Reward
(Revenue)
Hypothesis
14. Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
Customer
Growth
Factory
Engagement
(Experience)
AcTvaTon
Referral
Reward
(Revenue)
E
A
A
R
R
R
RetenTon
AcquisiTon
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
B.U.M.P.
=
Big
Urgent
Market
Problem
Customer
Growth
Storyboard
Customer
Growth
Factory
15. Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
Engagement
(Experience)
AcTvaTon
Referral
Reward
(Revenue)
E
A
A
R
R
R
RetenTon
AcquisiTon
Experiment
&
Reflect
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
B.U.M.P.
=
Big
Urgent
Market
Problem
Think
Hypothesize
Observe
Customer
Growth
Storyboard
O.T.H.E.R.
Loop:
Core
&
Periphery
16. Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
Engagement
(Experience)
AcTvaTon
Referral
Reward
(Revenue)
E
A
A
R
R
R
RetenTon
AcquisiTon
Experiment
&
Reflect
O.T.H.E.R.
Loop
(DeclaraTve/ExperienTal)
O:
Observe
different
–
Observe
what
no
one
else
is
observing
T:
Think
different
–
Think
what
no
one
else
is
thinking
H:
Hypothesize
different
–
Hypothesize
what
no
one
else
is
hypothesizing
E:
Experiment
different
–
Experiment
on
what
no
one
else
is
experimenBng
on
R:
Reflect
different
–
Reflect
on
what
no
one
else
is
reflecBng
on
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
B.U.M.P.
=
Big
Urgent
Market
Problem
Think
Hypothesize
Observe
Customer
Growth
Storyboard
O.T.H.E.R.
Loop:
Core
&
Periphery
17. Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
Engagement
(Experience)
AcTvaTon
Referral
Reward
(Revenue)
E
A
A
R
R
R
RetenTon
AcquisiTon
Experiment
&
Reflect
q Build
(MVP)
q Measure
q Learn
O.T.H.E.R.
Loop
(DeclaraTve/ExperienTal)
O:
Observe
different
–
Observe
what
no
one
else
is
observing
T:
Think
different
–
Think
what
no
one
else
is
thinking
H:
Hypothesize
different
–
Hypothesize
what
no
one
else
is
hypothesizing
E:
Experiment
different
–
Experiment
on
what
no
one
else
is
experimenBng
on
R:
Reflect
different
–
Reflect
on
what
no
one
else
is
reflecBng
on
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
B.U.M.P.
=
Big
Urgent
Market
Problem
Think
Hypothesize
Observe
Customer
Growth
Storyboard
O.T.H.E.R.
Loop:
Bullseye,
Core,
and
Periphery
18. Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
Engagement
(Experience)
AcTvaTon
Referral
Reward
(Revenue)
E
A
A
R
R
R
RetenTon
AcquisiTon
Experiment
&
Reflect
q Build
(MVP)
q Measure
q Learn
O.T.H.E.R.
Loop
(DeclaraTve/ExperienTal)
O:
Observe
different
–
Observe
what
no
one
else
is
observing
T:
Think
different
–
Think
what
no
one
else
is
thinking
H:
Hypothesize
different
–
Hypothesize
what
no
one
else
is
hypothesizing
E:
Experiment
different
–
Experiment
on
what
no
one
else
is
experimenBng
on
R:
Reflect
different
–
Reflect
on
what
no
one
else
is
reflecBng
on
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
B.U.M.P.
=
Big
Urgent
Market
Problem
Think
(Causes)
Hypothesize
(Fitness
Plan)
Observe
(Job
To
Get
Done/Problem)
Customer
Growth
Storyboard
O.T.H.E.R.
Loop:
Bullseye,
Core,
and
Periphery
19. Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
Engagement
(Experience)
AcTvaTon
Referral
Reward
(Revenue)
E
A
A
R
R
R
RetenTon
AcquisiTon
Experiment
&
Reflect
q Build
(MVP)
q Measure
q Learn
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
B.U.M.P.
=
Big
Urgent
Market
Problem
Customer
Growth
Storyboard
O.T.H.E.R.
Loop:
Bullseye,
Core,
and
Periphery;
Customer
Growth
Factory
(Business
Model
Engine/Strip)
S:
Supplier
C:
Customer
Product
(Min.
Viable
Product)
Strategy
(Business
Model
Engine)
Vision
(Winning
AspiraBon)
Think
(Causes)
Hypothesize
(Fitness
Plan)
Observe
(Job
To
Get
Done/Problem)
20. Engagement
(Experience)
AcTvaTon
Referral
Reward
(Revenue)
Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
E
A
A
R
R
R
RetenTon
AcquisiTon
Product
Strategy
Vision
MVP
=
Minimum
Viable
Product
MagneBc
Value
ProposiBon
Business
Model
Engine
(Pivots)
Leap
of
Faith
(Winning
AspiraBon)
Why?
What?
How?
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
B.U.M.P.
=
Big
Urgent
Market
Problem
Experiment
&
Reflect
q Build
(MVP)
q Measure
q Learn
Think
(Causes)
Hypothesize
(Fitness
Plan)
Observe
(Job
To
Get
Done/Problem)
Customer
Growth
Storyboard
O.T.H.E.R.
Loop:
Bullseye,
Core,
and
Periphery;
Customer
Growth
Plan
21. Engagement
(Experience)
AcTvaTon
Referral
Reward
(Revenue)
Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
E
A
A
R
R
R
RetenTon
AcquisiTon
BUILD
(MVP)
MEASURE
LEARN
(Data)
(Ideas)
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
Customer
Growth
Storyboard
Lean
Startup
Steering
22. Engagement
(Experience)
AcTvaTon
Referral
Reward
(Revenue)
Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
E
A
A
R
R
R
RetenTon
AcquisiTon
BUILD
(MVP)
MEASURE
LEARN
Product
Strategy
Vision
MVP
=
Minimum
Viable
Product
MagneBc
Value
ProposiBon
Business
Model
Engine
(Pivots)
Leap
of
Faith
(Winning
AspiraBon)
(Data)
(Ideas)
Why?
What?
How?
B.U.M.P.
B.U.M.P.
=
Big
Urgent
Market
Problem
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
Customer
Growth
Storyboard
Lean
Startup
Steering
23. Engagement
(Experience)
AcTvaTon
Referral
Reward
(Revenue)
Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
E
A
A
R
R
R
RetenTon
AcquisiTon
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
Customer
Growth
Storyboard
DMAIC
Cycle
DMAIC
Cycle
(Six
Sigma
Methodology)
D:
Define
M:
Measure
A:
Analyze
I:
Improve
C:
Control
D
• Define
M
• Measure
A
• Analyze
I
• Improve
C
• Control
24. Engagement
(Experience)
AcTvaTon
Referral
Reward
(Revenue)
Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
E
A
A
R
R
R
RetenTon
AcquisiTon
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
Customer
Growth
Storyboard
O.T.H.E.R.
Loop
O.T.H.E.R.
Loop
O:
Observe
different
–
Observe
what
no
one
else
is
observing
T:
Think
Different
–
Think
what
no
one
else
is
thinking
H:
Hypothesize
Different
–
Hypothesize
what
no
one
else
is
hypothesizing
E:
Experiment
Different
–
Experiment
on
what
no
one
else
is
experimenBng
on
R:
Reflect
Different
-‐
Reflect
what
no
one
else
is
reflecBng
on
Observe
Different
Think
Different
Hypothesize
Different
Experiment
Different
Reflect
Different
O
T
H
E
R
25. OrganizaBon/Project:
…………………..……………
Job-‐To-‐Get-‐Done
(JTGD)
-‐
…………………..…………………
(How
might
we
ideally
improve…)
Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
E
A
A
R
R
R
Engagement
(Experience)
AcTvaTon
Referral
RetenTon
AcquisiTon
Reward
(Revenue)
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
Customer
Growth
Storyboard
Customer
Growth
Clock
26. 1
2
3
4
5
6
7
8
OrganizaBon/Project:
…………………..……………
Job-‐To-‐Get-‐Done
(JTGD)
-‐
…………………..…………………
(How
might
we
ideally
increase
…)
Engagement
(Experience)
Referral
Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
E
A
A
R
R
R
RetenTon
AcquisiTon
Reward
(Revenue)
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
Customer
Growth
Storyboard
Customer
Growth
Clock
AcTvaTon
27. CUSTOMER
GROWTH
CLOCK
CUSTOMER
HACKING
(Red/Green
Hat)
1. Problem
(Customer)
Discovery
2. Problem
(Customer)
ValidaTon
3. Solugon
(Product)
Discovery
4. Solugon
(Product)
ValidaTon
5. Problem-‐Solugon
(Value
Prop.)
Fit
CUSTOMER
GROWTH
(Red/White
Hat)
6.
Business
Model
(Vision)
TracTon
7.
Product-‐Market
(Strategy)
Fit
GROWTH
HACKING
(White/Green
Hat)
8.
Business
Model
(Mission)
Fit/Scaling
1
2
3
4
5
6
7
8
Engagement
(Experience)
Referral
Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
E
A
A
R
R
R
RetenTon
AcquisiTon
OrganizaBon/Project:
…………………..……………
Job-‐To-‐Get-‐Done
(JTGD)
-‐
…………………..…………………
(How
might
we
ideally
increase
…)
Reward
(Revenue)
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
Customer
Growth
Storyboard
Customer
Growth
Clock
AcTvaTon
28. Customer
Growth
Storyboard
Business
System
Engagement
(Experience)
AcTvaTon
Referral
Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
E
A
A
R
R
R
RetenTon
AcquisiTon
Reward
(Revenue)
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
Business
System
B.U.M.P.
=
Big
Urgent
Market
Problem
29. Customer
Growth
Storyboard
Business
Model
Engine
Engagement
(Experience)
AcTvaTon
Referral
Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
E
A
A
R
R
R
RetenTon
AcquisiTon
Reward
(Revenue)
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
Customer
Growth
Engine
(CGE)
Enterprise
Engine
(EE)
Value
Engine
(VE)
Business
Model
Engine
B.U.M.P.
=
Big
Urgent
Market
Problem
30. Customer
Growth
Storyboard
Business
Model
Engine
Engagement
(Experience)
AcTvaTon
Referral
Register
at
www.visionaryd.com
to
learn
more
about
Customer
Growth
Hacking.
Lean
Startup
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
h;p://twi;er.com/RodKuhnKing
E
A
A
R
R
R
RetenTon
AcquisiTon
Reward
(Revenue)
The
Three
Main
Phases
of
Customer
Growth
Hacking
1. Customer
Hacking:
Problem-‐SoluBon
Fit
2. Customer
Growth:
Product-‐Market
Fit
3. Growth
Hacking:
Business
Model
Fit/Scaling
Customer
Growth
Engine
(CGE)
Enterprise
Engine
(EE)
Value
Engine
(VE)
Business
Model
Engine
BUSINESS
MODEL
ENGINE
(Stack)
Customer
Growth
Engine
(CGE)
q Customer
Segments
-‐
CS
q Channels/Customer
Rel.
-‐
CH/CR
q Product/Service
-‐
PS
Enterprise
Engine
(EE)
q Value
ProposiTon
-‐
VP
q Key
AcTviTes/Processes
-‐
KA
q Key
Resources
-‐
KR
q Inputs/Partners
-‐
KP
Value
Engine
(VE)
q Profit
(Margin)
–
P$
q Revenue
(Streams)
–
R$
q Cost
(Structure)
–
C$
q Strategy
-‐
Strat
B.U.M.P.
B.U.M.P.
=
Big
Urgent
Market
Problem