The document outlines a framework for creating a 3-act business model plan using storyboarding techniques. It describes storyboarding as a way to pre-visualize sequences of action. The framework involves creating 3 storyboard scenes for the past, present, and future that each focus on a "Job-To-Get-Done". Each job is analyzed in a "Trade-Off Scene" to understand desired vs undesired impacts. Together, the 3 scenes and ultimate goal aim to solve a customer problem across short, medium, and long-term timeframes.

1. Past
(Storyboard)
Present
(Storyboard)
Future
(Storyboard)
GLOBAL
3-­‐ACT
BUSINESS
MODEL
(G3BM)
PLAN
3
Storyboards
and
a
North
Star
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h:p://businessmodels.ning.com
&
h:p://twi:er.com/RodKuhnKing
ULTIMATE
JOB-­‐TO-­‐GET
DONE
(GOAL):
AspiraAons/MoAvaAon/
Mission/Vision/Purpose/
Ideals/Ideal
Trade-­‐off/
Ideal
Final
Result/
Shared
Value
For
Object
Or
System
Short/Medium/Long-­‐term
Industry/Market/Niche/Arena/Zone:
……………………………………………………………………………………….

2. Storyboard
[stawr-­‐ee-­‐bawrd]
noun
1. a
graphic
organizer
in
the
form
of
illustraNons
or
images
displayed
in
sequence
for
the
purpose
of
pre-­‐visualizing
a
moNon
picture,
animaNon,
moNon
graphic
or
interacNve
media
sequence
(Wikipedia)
2. a
panel
or
series
of
panels
of
rough
sketches
outlining
the
scene
sequence
and
major
changes
of
acNon
or
plot
in
a
producNon
to
be
shot
on
film
or
video
(American
Heritage
DicFonary)
3. a
storyboard,
which
has
a
system-­‐environment
structure,
has
a
fractal
property:
“a
storyboard
is
a
storyboard
of
storyboards
is
a
storyboard
of
storyboards
is
…”

3. Scene
[seen]
Noun
1. a
part
of
acNon
in
a
single
locaNon
in
a
TV
or
movie,
composed
of
a
series
of
shots
(Wikipedia)
2. the
place
where
an
acNon
or
event
occurs
(American
Heritage
DicFonary)
3. a
scene
can
be
part
of
a
storyboard
or
an
act

4. Always
Start
With
A
Hero’s
Trade-­‐off
Scene:
“Customer
Job-­‐To-­‐Get-­‐Done”

5. Past
Job-­‐To-­‐Get
Done
Present
Job-­‐To-­‐Get-­‐Done
Future
Job-­‐To-­‐Get-­‐Done
GLOBAL
3-­‐ACT
BUSINESS
MODEL
(G3BM)
PLAN
for
CUSTOMER
JOB-­‐TO-­‐GET-­‐DONE
(JTGD)
3
Job-­‐To-­‐Get-­‐Done
Scenes
and
a
North
Star
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h:p://businessmodels.ning.com
&
h:p://twi:er.com/RodKuhnKing
ULTIMATE
JOB-­‐TO-­‐GET
DONE
(GOAL)

6. Past
Job-­‐To-­‐Get
Done
Present
Job-­‐To-­‐Get-­‐Done
Future
Job-­‐To-­‐Get-­‐Done
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h:p://businessmodels.ning.com
&
h:p://twi:er.com/RodKuhnKing
Job-­‐To-­‐Get-­‐Done
(Task)
-­‐
+
Job-­‐To-­‐Get-­‐Done
(Task)
-­‐
+
ULTIMATE
JOB-­‐TO-­‐GET
DONE
(GOAL)
Industry/Market/Niche/Arena/Zone:
……………………………………………………………………………………….
Job-­‐To-­‐Get-­‐Done
(Task)
-­‐
+
GLOBAL
3-­‐ACT
BUSINESS
MODEL
(G3BM)
PLAN
for
CUSTOMER
JOB-­‐TO-­‐GET-­‐DONE
(JTGD)
3
Job-­‐To-­‐Get-­‐Done
Scenes
and
a
North
Star

7. Trade-­‐off
Scene
for
Job-­‐To-­‐Get-­‐Done
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
JOB-­‐TO-­‐GET-­‐DONE
(TASK)
(P.I.E.S.:
Physical/Intellectual/EmoNonal/Spiritual)
-­‐
+
ENVIRONMENT

8. Trade-­‐off
Scene
for
Job-­‐To-­‐Get-­‐Done
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
JOB-­‐TO-­‐GET-­‐DONE
(TASK)
(P.I.E.S.:
Physical/Intellectual/EmoNonal/Spiritual)
-­‐
+
ENVIRONMENT
Undesired
Effects/Impacts/Outcomes/Results
Desired
Effects/Impacts/Outcomes/Results
Format
1
Verb
+
Noun-­‐Object
+
Contextual
Clarifier
(Physical/Intellectual/EmoFonal/Spiritual
Job
@
Home/School/Work/Outdoor/Vehicle/Everywhere
@
Time
While
Minimizing
(Undesired
Effects)
and
Maximizing
(Desired
Effects)
Format
2
[Person]
wants
to
[Job-­‐To-­‐Get-­‐Done]
in
[Context/Environment/Arena/Zone]
Eliminate
Reduce
Increase
Create

9. Past
Job-­‐To-­‐Get
Done
Present
Job-­‐To-­‐Get-­‐Done
Future
Job-­‐To-­‐Get-­‐Done
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h:p://businessmodels.ning.com
&
h:p://twi:er.com/RodKuhnKing
Short/Medium/Long-­‐term
Job-­‐To-­‐Get-­‐Done
(Task)
-­‐
+
Job-­‐To-­‐Get-­‐Done
(Task)
-­‐
+
Job-­‐To-­‐Get-­‐Done
(Task)
-­‐
+
Before
Trade-­‐off
Scene
During
Trade-­‐off
Scene
AYer
Trade-­‐off
Scene
ULTIMATE
JOB-­‐TO-­‐GET
DONE
(GOAL):
AspiraAons/MoAvaAon/
Mission/Vision/Purpose/
Ideals/Ideal
Trade-­‐off/
Ideal
Final
Result/
Shared
Value
For
Object
Or
System
Industry/Market/Niche/Arena/Zone:
……………………………………………………………………………………….
GLOBAL
3-­‐ACT
BUSINESS
MODEL
(G3BM)
PLAN
for
CUSTOMER
JOB-­‐TO-­‐GET-­‐DONE
(JTGD)
3
Job-­‐To-­‐Get-­‐Done
Scenes
and
a
North
Star

10. Past
(“Done”)
Present
(“Doing”)
Future
(“To
Do”)
What
WAS
Job-­‐to-­‐Get-­‐Done
(JTGD):
Physical/
Intell./EmoFonal/
Spiritual?
What
WILL/
MUST
Be
Job-­‐To-­‐
Get
Done:
Physical/
Intell./EmoFonal/
Spiritual?
What
IS
Job-­‐To-­‐Get-­‐Done
(JTGD):
Physical/
Intell./EmoFonal/
Spiritual?
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h:p://businessmodels.ning.com
&
h:p://twi:er.com/RodKuhnKing
TacAcs/ExecuAon
How
to
get
to
Desired
Job-­‐To-­‐Be-­‐Done:
Physical/Intell./EmoFonal/
Physical?
ULTIMATE
JOB-­‐TO-­‐GET
DONE
(GOAL):
AspiraAons/MoAvaAon/
Mission/Vision/Purpose/
Ideals/Ideal
Trade-­‐off/
Ideal
Final
Result/
Shared
Value
For
Object
Or
System
Before
Trade-­‐off
Scene
During
Trade-­‐off
Scene
AYer
Trade-­‐off
Scene
Industry/Market/Niche/Arena/Zone:
……………………………………………………………………………………….
GLOBAL
3-­‐ACT
BUSINESS
MODEL
(G3BM)
PLAN
for
CUSTOMER
JOB-­‐TO-­‐GET-­‐DONE
(JTGD)
3
Job-­‐To-­‐Get-­‐Done
Scenes
and
a
North
Star

11. Then,
Proceed
With
Global
3-­‐Act
Business
Model
(G3BM)
Plan
for
“Business
Model
InnovaAon”

12. Finally,
Explore
and
Validate
Riskiest
Part
of
Global
3-­‐Act
Business
Model
(G3BM)
Plan
for
“Business
Model
InnovaAon”

13. Business
Model
[biz-­‐nis
mod-­‐l]
Term
Business-­‐centric
DefiniNon
1. Business
model
is
a
schema
or
game
that
tells
a
story
of
how
a
business
creates,
delivers,
and
captures
value
(or
makes
profit)
Customer-­‐centric
DefiniNon
2. Business
model
is
a
schema
or
game
that
tells
a
story
of
how
a
business
creates,
delivers,
and
shares
value
especially
with
a
targeted
customer
segment
3.
Business
model
is
a
schema
or
game
that
tells
a
story
of
how
a
business
helps
its
customers
to
achieve
their
goals,
meet
their
needs,
avoid
problems,
resolve
trade-­‐offs,
and/or
get
jobs
done
while
obtaining
higher
value
especially
by
managing
trade-­‐offs:
using
tools
to
minimize
pain
(undesirable
effects/outcomes)
and
maximize
delight
(desirable
effects/
outcomes)

14. Past
(“As
Was”)
Present
(“As
Is”)
Future
(“To
Be”)
What
WAS
performance
of
business
(model/
system)?
What
WILL/
MUST
be
performance
of
business
(model/
system)?
What
IS
performance
of
business
(model/
system)?
Strategy/ExecuAon
How
SHOULD
business
(model/system)
get
to
desired
performance?
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h:p://businessmodels.ning.com
&
h:p://twi:er.com/RodKuhnKing
Before
Storyboard
During
Storyboard
AYer
Storyboard
ULTIMATE
JOB-­‐TO-­‐GET
DONE
(GOAL):
AspiraAons/MoAvaAon/
Mission/Vision/Purpose/
Ideals/Ideal
Trade-­‐off/
Ideal
Final
Result/
Shared
Value
For
Object
Or
System
Industry/Market/Niche/Arena/Zone:
……………………………………………………………………………………….
GLOBAL
3-­‐ACT
BUSINESS
MODEL
(G3BM)
PLAN
for
CUSTOMER
JOB-­‐TO-­‐GET-­‐DONE
(JTGD)
3
Job-­‐To-­‐Get-­‐Done
Scenes
and
a
North
Star

15. Past
(“Done”)
Global
Business
Model
Present
(“Doing”)
Global
Business
Model
Future
(“To
Do”)
Global
Business
Model
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h:p://businessmodels.ning.com
&
h:p://twi:er.com/RodKuhnKing
3-­‐Act
Business
Model
3-­‐Act
Business
Model
3-­‐Act
Business
Model
Strategy/ExecuAon
How
SHOULD
business
(model/system)
get
to
desired
performance?
ULTIMATE
JOB-­‐TO-­‐GET
DONE
(GOAL):
AspiraAons/MoAvaAon/
Mission/Vision/Purpose/
Ideals/Ideal
Trade-­‐off/
Ideal
Final
Result/
Shared
Value
For
Object
Or
System
Before
Storyboard
During
Storyboard
AYer
Storyboard
Industry/Market/Niche/Arena/Zone:
……………………………………………………………………………………….
GLOBAL
3-­‐ACT
BUSINESS
MODEL
(G3BM)
PLAN
for
CUSTOMER
JOB-­‐TO-­‐GET-­‐DONE
(JTGD)
3
Job-­‐To-­‐Get-­‐Done
Scenes
and
a
North
Star

16. ENVIRONMENT
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Universal
RepresentaNon
of
a
Business
Model
(Story/System)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h:p://businessmodels.ning.com
&
h:p://twi:er.com/RodKuhnKing
BUSINESS
MODEL
(Story/System)

17. ENVIRONMENT
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Macro-­‐Business
(Bird’s
Eye)
Modeling
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h:p://businessmodels.ning.com
&
h:p://twi:er.com/RodKuhnKing
VALUE
CREATION
MODEL
(Product
InnovaNon)
VALUE
PROPOSITION
MODEL
(MarkeNng)
VALUE
SHARING
MODEL
(Profitability)
BUSINESS
MODEL
(Story/System)
LEARNING

18. ENVIRONMENT
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Macro-­‐Business
(Bird’s
Eye)
Modeling
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h:p://businessmodels.ning.com
&
h:p://twi:er.com/RodKuhnKing
VALUE
CREATION
MODEL
(Product
InnovaNon)
VALUE
PROPOSITION
MODEL
(MarkeNng)
VALUE
SHARING
MODEL
(Profitability)
BUSINESS
MODEL
(Story/System)
LEARNING
drives
requires

19. ENVIRONMENT
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Meso-­‐Business
(Eagle’s
Eye)
Modeling
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
Suppliers/
Partners
Processes/
AcNviNes
VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL
Customers
Value
ProposiAon
(Plot)
Cost
(Structure)
Core
Competence
SHARED
VALUE
(PROFIT)
MODEL
BUSINESS
MODEL
(Story/System)
Revenue
(Streams)
Shared
Value
Internal
Resources
(Employees;
Tech.;
Infra.;
etc.)
Profit
(Margin)
Product/
Service
LEARNING
Job-­‐To-­‐Get-­‐Done
drives
requires

20. GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Scenes
of
the
3-­‐Act
Business
Model
(Story)
&
4
Industry
(Local
Env.)
“Forces”
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
Suppliers/
Partners
Processes/
AcNviNes
VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL
Customers
Value
ProposiAon
(Plot)
Cost
(Structure)
Core
Competence
SHARED
VALUE
(PROFIT)
MODEL
BUSINESS
MODEL
(Story/System)
Revenue
(Streams)
Shared
Value
Internal
Resources
(Employees;
Tech.;
Infra.;
etc.)
Profit
(Margin)
Product/
Service
Bargaining
Power
of
Suppliers
Bargaining
Power
of
Customers
Threat
of
New
Entrants
LEARNING
Threat
of
SubsAtute
Products
Job-­‐To-­‐Get-­‐Done
drives
requires

21. GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Scenes
of
the
3-­‐Act
Business
Model
(Story)
&
4
Global
Environment
“Forces”
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
Suppliers/
Partners
Processes/
AcNviNes
VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL
Customers
Value
ProposiAon
(Plot)
Cost
(Structure)
Core
Competence
SHARED
VALUE
(PROFIT)
MODEL
BUSINESS
MODEL
(Story/System)
Revenue
(Streams)
Shared
Value
Internal
Resources
(Employees;
Tech.;
Infra.;
etc.)
Profit
(Margin)
Product/
Service
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/+)
LEARNING
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Job-­‐To-­‐Get-­‐Done
Topics
of
the
Environment
are
mainly
adapted
from
The
Business
Model
Environment
(www.businessmodelgeneraNon.com)
drives
requires

22.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
for
4
Industry
(Local
Environment)
Forces
BUSINESS
MODEL
(Story/System)
Bargaining
Power
of
Suppliers
Bargaining
Power
of
Customers
Threat
of
New
Entrants
Threat
of
SubsAtute
Products

23. Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
for
4
Global
Environment
“Forces”
BUSINESS
MODEL
(Story/System)
Topics
of
the
Environment
are
mainly
adapted
from
The
Business
Model
Environment
(www.businessmodelgeneraNon.com)

24.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
(Mindmap/Tree)
for
3-­‐Act
Business
Model
ENVIRONMENT
LEARNING
BUSINESS
MODEL
(Story/System)
Value
CreaAon
Act
Value
ProposiAon-­‐and-­‐
Delivery
Act
Value
Sharing
Act
Value
ProposiAon
(Plot)
Core
Competence
Shared
Value
Suppliers/
Partners
Processes/
AcNviNes
Customers
Cost
(Structure)
Revenue
(Streams)
Internal
Resources
(Employees;
Tech.;
Infra.;
etc.)
Profit
(Margin)
Product/
Service
Channels/
CRM
Job-­‐To-­‐Get-­‐Done

25.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
for
3-­‐Act
Business
Model
ENVIRONMENT
VALUE
PROPOSITION
ACT
VALUE
CREATION
ACT
SHARED
VALUE
ACT

26. (-­‐)
(+)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
for
Problem-­‐Solving
Cycle
ENVIRONMENT
Problem
Plan
Build
Measure

27. (-­‐)
(+)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
for
Universal
Job
Map
(Be:encourt,
2010)
ENVIRONMENT
Locate
Define
(Plan)
Execute
Confirm
Prepare
Monitor

28. GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
for
Trade-­‐off
Scene
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
-­‐
+
ENVIRONMENT

29. ENVIRONMENT
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
for
Global
Business
Model
Canvas
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h:p://businessmodels.ning.com
&
h:p://twi:er.com/RodKuhnKing
BUSINESS
MODEL
CANVAS
LEARNING

30. (-­‐)
(+)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
ENVIRONMENT
Pain:
Cost
(Structure)
Delight:
Revenue
(Streams)
Suppliers/Partners
Value
ProposiAon
(Plot)
Product/
Service
Processes/AcAviAes
Internal
Resources
(Employees;
Tech.;
Infra.;
etc.)
Customers
Channels/CRM
Job-­‐To-­‐Get
Done
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
for
Job-­‐To-­‐Get-­‐Done
Canvas
Reference:
“Business
Model
GeneraNon”
by
Alexander
Osterwalder
&
Yves
Pigneur;
see
(www.businessmodelgeneraNon.com)

31. Disrup(on
Spot
Luxury
Spot
Strategic
Choice
Sweet
Spot
Value
ProposiNon
Blue
Ocean
Value
ProposiNon
Luxury
Spot
(“DifferenFaFon”)
Value
ProposiNon
DisrupAon
Spot/Lean
(“Low
Cost”)
Value
ProposiNon
TRADE-­‐OFF
MAP
OF
9
ARCHETYPAL
VALUE
PROPOSITIONS
Profitable
vs.
Unprofitable
Value
ProposiFons
(Strategies/Business
Models)
Michael
Porter:
“The
essence
of
strategy
is
to
find
a
different
[but
profitable]
value
proposiNon”
Volcano
Value
ProposiNon
Green
Ocean
Value
ProposiNon
Red
Ocean
Value
ProposiNon
No-­‐Man’s-­‐Island
Value
ProposiNon
Oasis
(‘Stuck-­‐in-­‐the-­‐middle’)
Value
ProposiNon
(-­‐):
PAIN:
Cost;
Time;
Complexity;
Inaccessibility;
Inconvenience;
Size;
Defect;
Waste;
Risk
(+):
DELIGHT:
Benefit,
e.g.,
Performance;
Quality;
Cachet/Status;
Novelty;
InteracNvity;
CustomizaNon
Key
Profitable
Value
ProposiNon
Unprofitable
Value
ProposiNon
“Insane”
Happiness
(Value)
Ideal
Final
Result
(IFR)
Infinite
Shared
Happiness
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h:p://businessmodels.ning.com
&
h:p://twi:er.com/RodKuhnKing
Market
Segment
(Job-­‐To-­‐Get-­‐Done/Goal;
Product/Tool):
………………..…..……..…….
…………
……………………………………………………………………….…………….………….……………….

32.
VALUE
PROPOSITION
MODEL
(VPM)
CHECKLIST
QuesFons
for
Designing,
Managing,
and
TesFng
a
MagneFc
Value
ProposiFon
4
Categories
of
QuesAons
for
Designing,
Managing,
and
TesAng
a
MagneAc
Value
ProposiAon
(MVP)
Product/Service/Tool
q What
is
(the
name
and
product
category
of)
the
main
product/service/tool
that
is
(to
be)
offered
to
customers?
q What
are
funcNonaliNes
or
capabiliNes
of
the
product/service/tool?
q What
are
key
features
of
the
product/service/tool?
q What
are
3
important
benefits
that
the
product/service/tool
offers
to
customers?
q What
are
3
serious
pains
or
problems
encountered
by
customers
when
they
use
the
product/service/tool?
Customer/Consumer
q Who
are
the
target
customers/consumers?
q How
would
you
describe
the
persona
and/or
demographic
profile
of
the
most
valuable
customer/consumer?
q What
physical/intellectual/emoNonal/spiritual
problems
are
customers/consumers
trying
to
prevent
or
solve?
q What
are
important
likes
or
delights
of
the
customer/consumer?
q What
are
important
dislikes
or
pains
of
the
customer/consumer?
Jobs-­‐To-­‐Get-­‐Done
q For
what
physical/intellectual/emoNonal/spiritual
events,
goals,
acNviNes,
and
tasks
do
customers
use
the
product/service/tool?
q What
is
the
most
important
event,
goal,
acNvity,
and/or
task
for
which
customers
use
the
product/service/tool?
q In
what
places,
locaNons,
or
areas
do
customers
use
the
product/service/tool?
q When
(during
the
day/week/month/year)
do
customers
use
the
product/service/tool?
q What
are
typical
obstacles
or
barriers
that
prevent
customers
from
effecNvely
using
the
product/service/tool
or
achieving
their
goals/objecNves:
before/during/arer
using
tool?
q What
are
key
performance
goals,
requirements,
objecNves,
outcomes,
metrics,
and
targets
for
each
Job-­‐To-­‐Get-­‐Done?
Value
ProposiAon
Plot
&
Statement
q What
features
of
the
product/service/tool/business
model
are
SIMILAR
to
those
in
the
exisNng
marketplace?
q What
features
of
the
product/service/tool/business
model
are
DIFFERENT
from
those
in
the
exisNng
marketplace?
q What
is
your
Value
ProposiNon
Statement
(VPS)
for
the
product/service/tool?
q Are
you
saNsfied
with
the
effecNveness
of
your
Value
ProposiNon
Statement
(VPS)?
VPM
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h:p://businessmodels.ning.com
&
h:p://twi:er.com/RodKuhnKing

33. Example:
Customer
Job-­‐To-­‐Get-­‐Done
for
Digital
Music
Player
Industry

34. Past
Present
Future
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h:p://businessmodels.ning.com
&
h:p://twi:er.com/RodKuhnKing
Short/Medium/Long-­‐term
Job-­‐To-­‐Get-­‐Done
(Task)
-­‐
+
Job-­‐To-­‐Get-­‐Done
(Task)
-­‐
+
Job-­‐To-­‐Get-­‐Done
(Task)
-­‐
+
ULTIMATE
JOB-­‐TO-­‐GET
DONE
(GOAL):
AspiraAons/MoAvaAon/
Mission/Vision/Purpose/
Ideals/Ideal
Trade-­‐off/
Ideal
Final
Result/
Shared
Value
For
Digital
Music
Player
(Industry)
Before
Trade-­‐off
Scene
During
Trade-­‐off
Scene
AYer
Trade-­‐off
Scene
Industry/Market/Niche/Arena/Zone:
Music
Industry
(Digital
Music
Players)
GLOBAL
3-­‐ACT
BUSINESS
MODEL
(G3BM)
PLAN
for
CUSTOMER
JOB-­‐TO-­‐GET-­‐DONE
(JTGD)
3
Job-­‐To-­‐Get-­‐Done
Scenes
and
a
North
Star

35. Trade-­‐off
Scene
for
Job-­‐To-­‐Get-­‐Done
for
Apple’s
Classic
iPod
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
JOB-­‐TO-­‐GET-­‐DONE
(TASK)
(Physical/Intellectual/EmoNonal/Spiritual)
-­‐
+
ENVIRONMENT
Undesired
Physical/Intellectual/EmoNonal/
Spiritual
…
Effects/Impacts/Outcomes/Results
Desired
Physical/Intellectual/EmoNonal/
Spiritual
…
Effects/Impacts/Outcomes/Results
Verb
+
Noun-­‐Object
+
Contextual
Clarifier
(Physical/Intellectual/EmoFonal/Spiritual
Job
@
Home/School/Work/Outdoor/Vehicle/Everywhere
@
Time)
Listen
to
music
@
home/school/work/outdoor/vehicle/everywhere
@
Ame
while
minimizing
(undesired
effects)
and
maximizing
(desired
effects)
Eliminate
Reduce
Increase
Create

36. Example
1:
Fractal
Triangle-­‐Story
Format

37. ENVIRONMENT
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
Suppliers/
Partners
Processes/
AcNviNes
Internal
Resources
(Employees;
Tech.;
Infra.;
etc.)
VALUE
CREATION
ACT
VALUE
PROPOSITION
ACT
Customers
Value
ProposiAon
(Plot)
Cost
(Structure)
Profit
(Margin)
Core
Competence
SHARED
VALUE
(PROFIT)
ACT
BUSINESS
MODEL
For
Classic
iPod
Revenue
(Streams)
Shared
Value
Product/
Service
LEARNING
Job-­‐To-­‐Get-­‐Done

38. GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod
–
HighlighNng
the
4
Industry
(Local
Env.)
Forces
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
Suppliers/
Partners
Processes/
AcNviNes
Internal
Resources
(Employees;
Tech.;
Infra.;
etc.)
VALUE
CREATION
ACT
VALUE
PROPOSITION
ACT
Customers
Job-­‐To-­‐Get-­‐Done
Value
ProposiAon
(Plot)
Cost
(Structure)
Profit
(Margin)
Core
Competence
SHARED
VALUE
(PROFIT)
ACT
BUSINESS
MODEL
For
Classic
iPod
Revenue
(Streams)
Shared
Value
Product/
Service
LEARNING
Bargaining
Power
of
Suppliers
Bargaining
Power
of
Customers
Threat
of
New
Entrants
Threat
of
SubsAtute
Products

39. GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod
–
HighlighNng
the
4
Global
Environment
Forces
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
Suppliers/
Partners
Processes/
AcNviNes
Internal
Resources
(Employees;
Tech.;
Infra.;
etc.)
VALUE
CREATION
ACT
VALUE
PROPOSITION
ACT
Customers
Job-­‐To-­‐Get-­‐Done
Value
ProposiAon
(Plot)
Cost
(Structure)
Profit
(Margin)
Core
Competence
SHARED
VALUE
(PROFIT)
ACT
BUSINESS
MODEL
For
Classic
iPod
Revenue
(Streams)
Shared
Value
Product/
Service
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/+)
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
LEARNING
Reference:
“Business
Model
GeneraNon”
by
Alexander
Osterwalder
&
Yves
Pigneur;
see
(www.businessmodelgeneraNon.com)

40. Example
2:
Mind
Map-­‐Story
Format

41.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
ENVIRONMENT
LEARNING
BUSINESS
MODEL
For
Classic
iPod
Value
CreaAon
Act
Value
ProposiAon-­‐and-­‐
Delivery
Act
Value
Sharing
Act
Value
ProposiAon
(Plot):
“A
Thousand
Songs
in
Your
Pocket”
Core
Competence
Shared
Value
Suppliers/
Partners
Processes/
AcNviNes
Customers
Cost
(Structure)
Revenue
(Streams)
Internal
Resources
(Employees;
Tech.;
Infra.;
etc.)
Profit
(Margin)
Product/
Service
Channels/
CRM
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod
Job-­‐To-­‐Get-­‐Done

42.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
LEARNING
BUSINESS
MODEL
For
Classic
iPod
Value
CreaAon
Act
Value
ProposiAon-­‐and-­‐
Delivery
Act
Value
Sharing
Act
Core
Competence
Shared
Value
Suppliers/
Partners
Processes/
AcNviNes
Customers
Cost
(Structure)
Revenue
(Streams)
Internal
Resources
(Employees;
Tech.;
Infra.;
etc.)
Profit
(Margin)
Product/
Service
Channels/
CRM
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod
–
HighlighNng
the
4
Industry
(Local
Env.)
Forces
Bargaining
Power
of
Suppliers
Bargaining
Power
of
Customers
Threat
of
New
Entrants
Threat
of
SubsAtute
Products
Value
ProposiAon
(Plot):
“A
Thousand
Songs
in
Your
Pocket”
Job-­‐To-­‐Get-­‐Done

43.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
LEARNING
BUSINESS
MODEL
For
Classic
iPod
Value
CreaAon
Act
Value
ProposiAon-­‐and-­‐
Delivery
Act
Value
Sharing
Act
Core
Competence
Shared
Value
Suppliers/
Partners
Processes/
AcNviNes
Customers
Cost
(Structure)
Revenue
(Streams)
Internal
Resources
(Employees;
Tech.;
Infra.;
etc.)
Profit
(Margin)
Product/
Service
Job-­‐To-­‐Get-­‐Done
Channels/
CRM
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/+)
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod
–
HighlighNng
the
4
Global
Environment
Forces
Value
ProposiAon
(Plot):
“A
Thousand
Songs
in
Your
Pocket”
Reference:
“Business
Model
GeneraNon”
by
Alexander
Osterwalder
&
Yves
Pigneur;
see
(www.businessmodelgeneraNon.com)

44. Example
3:
Job-­‐To-­‐Get-­‐Done
Format

45. (-­‐)
(+)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
ENVIRONMENT
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod
Suppliers/Partners
Value
ProposiAon
(Plot)
“A
Thousand
Songs
in
Your
Pocket”
Product/
Service
Processes/AcAviAes
Internal
Resources
(Employees;
Tech.;
Infra.;
etc.)
Customers
Channels/CRM
Job-­‐To-­‐Get
Done
Pain:
Cost
(Structure)
Delight:
Revenue
(Streams)
Reference:
“Business
Model
GeneraNon”
by
Alexander
Osterwalder
&
Yves
Pigneur;
see
(www.businessmodelgeneraNon.com)

46. (-­‐)
(+)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
Suppliers/Partners
Value
ProposiAon
(Plot)
“A
Thousand
Songs
in
Your
Pocket”
Product/
Service
Processes/AcAviAes
Internal
Resources
(Employees;
Tech.;
Infra.;
etc.)
Customers
Channels/CRM
Job-­‐To-­‐Get
Done
Bargaining
Power
of
Suppliers
Bargaining
Power
of
Customers
Threat
of
New
Entrants
Threat
of
SubsAtute
Products
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod
–
HighlighNng
the
4
Industry
(Local
Env.)
Forces
Pain:
Cost
(Structure)
Delight:
Revenue
(Streams)
Reference:
“Business
Model
GeneraNon”
by
Alexander
Osterwalder
&
Yves
Pigneur;
see
(www.businessmodelgeneraNon.com)

47. (-­‐)
(+)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing
Suppliers/Partners
Value
ProposiAon
(Plot)
“A
Thousand
Songs
in
Your
Pocket”
Product/
Service
Processes/AcAviAes
Internal
Resources
(Employees;
Tech.;
Infra.;
etc.)
Customers
Channels/CRM
Job-­‐To-­‐Get
Done
GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod
–
HighlighNng
the
4
Global
Environment
Forces
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/+)
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Pain:
Cost
(Structure)
Delight:
Revenue
(Streams)
Reference:
“Business
Model
GeneraNon”
by
Alexander
Osterwalder
&
Yves
Pigneur;
see
(www.businessmodelgeneraNon.com)

48. APPENDIX
The
Business
DNA
Map
Visual
Story
Framework
for
Unified
Strategic
Planning
and
Management

49.
BUSINESS
DNA
MAP:
A
Visual
Framework
for
Unified
Strategic
Planning
&
Management
‘Jigsaw
Puzzle’
of
Business
Modeling
Ontology
for
Living
Systems
S
E
M
P
O
R
C
E
S
Suppliers/
Inputs
Employees/
Culture/
Brand/IP
Machinery/
Technology/
Infra’
Processes/
Strategies
Output:
Product/
Service
Retailers/
Distributors/
Channels
Customers/
Consumers
(Care/Support)
Environ-­‐
ment
Shared
Greatn./
Impact
Partners
(Suppliers/
Materials/
Info/Energy)
Key
Resources
AcNviNes
(Processes)
Value
ProposiNon
(Jobs
To
Get
Done)
Customer
RelaNonship
Management
Industry/
Gov.
SHARED
VALUE/
PROFIT
(Pain:
-­‐
Delight:
+
CAPABILITIES:
CORE
COMPETENCIES
LOCAL
ENVIRONMENT
(Demand)
GLOBAL
ENV.
(Trends)
ENTERPRISE
(SYSTEM/Supply:
Inside
the
Enterprise)
Design
Needs
Aspiratns
ECOSYSTEM
(PLANET/ECONOMY/FOREST;
SPECIES;
INDUSTRY/SUPPLY
CHAIN/VALUE
CHAIN)
GLOBAL
COMPETI-­‐
TIVE
FORCES
COMPE-­‐
TITIVE
ADVAN-­‐
TAGE
INPUT
PROCESSING
OUTPUT
EXTERNAL
ENVIRONMENT
RESULT
(Impacts/
Effects)
BUSINESS
SYSTEM
(Cause)
BUSINESS
DNA
MODEL
(Global
Business
Model
Storyboard)
D N A
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing

50. Infant
(Experimental/Startup)
BUSINESS
MODEL
Growing
(Scalable)
BUSINESS
MODEL
Matured
(“Red
Ocean”)
BUSINESS
MODEL
Tipping
Point;
Chasm
Fault
line
LIFECYCLE
OF
A
BUSINESS
MODEL
Stages
in
the
EvoluFon
of
a
Business
Model
(Organism)
Customer
ValidaAon
“Clep”
(Environmental
Fitness)
Declining
(Dying)
BUSINESS
MODEL
Business
Idea
(“Egg”;
DNA;
GeneNc
Code)
ENVIRONMENT
(Shared
Value/Result:
-­‐/+)
DREAMS/
IDEALS/
GREATNESS
Mission/
Vision
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing

51. Tipping
Point;
Chasm
Fault
line
CUSTOMER
SEGMENTS
FOR
STAGES
OF
A
BUSINESS
MODEL
Stages
in
the
EvoluFon
of
Customer
Segments
Customer
ValidaAon
“Clep”
(Environmental
Fitness)
Visionaries
(Delighted
by
Novel
FuncFonality
and
“Cool”
Uses)
Regular
Users
(Delighted
by
Beier
Quality,
Performance,
and
Cost
as
well
as
Accessibility
and
Simplicity)
Upgraders
(Delighted
by
Customized
Improvements,
Brand,
Extensions
and
Total
SoluFons)
ReArees
(DissaNsfiers:
Overserved/Underserved)
Leads/Prospects
(Non-­‐customers)
-­‐
Low/High-­‐end
DissaFsfiers
from
CompeFtors
-­‐
Early
Evangelists/Adopters
DREAMS/
IDEALS/
GREATNESS
Mission/
Vision
ENVIRONMENT
(Shared
Value/Result:
-­‐/+)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing