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.
Opportunity Analysis and Strategy Development for smartphone mobile medical a...Damon Gjording
Scenario analysis, opportunity analysis, scenario identification and strategy development for smartphone mobile medical applications. Analysis I conducted using various innovation and scenario planning tools. Pre startup idea development
The presentation covers innovation strategies that have been implemented by different companies in different industries to disrupt the market and become leaders in their industries.
Understanding Product Recommendations: Value, Functionality & Best PracticesDynamic Yield
For e-commerce marketers, selecting and presenting the right products based on a user's mindset and stage of the purchase funnel is key to optimizing conversions. But with thousands of products to choose from, how does a retailer select just a few personalized recommendations for each visitor?
We've learned a thing or two from powering tens of millions of recommendations on behalf of our clients and we're thrilled to share this understanding with you in the presentation below. We're confident you'll gain a better understanding of recommendations. And if you'd like to implement these strategies on your site, please contact us for a live demo.
In the Jobs to Be Done space, I assume from my research that Anthony Ulwick, author of What Customers Want, is the originator of the thought, but Clayton Christensen has helped popularized the concept. On this theory though, I am staying with Ulwick's work and have used it numerous times. It works! It was not till several months ago that I actually finally created a mind map of the process. This is my rendition of it.
Opportunity Analysis and Strategy Development for smartphone mobile medical a...Damon Gjording
Scenario analysis, opportunity analysis, scenario identification and strategy development for smartphone mobile medical applications. Analysis I conducted using various innovation and scenario planning tools. Pre startup idea development
The presentation covers innovation strategies that have been implemented by different companies in different industries to disrupt the market and become leaders in their industries.
Understanding Product Recommendations: Value, Functionality & Best PracticesDynamic Yield
For e-commerce marketers, selecting and presenting the right products based on a user's mindset and stage of the purchase funnel is key to optimizing conversions. But with thousands of products to choose from, how does a retailer select just a few personalized recommendations for each visitor?
We've learned a thing or two from powering tens of millions of recommendations on behalf of our clients and we're thrilled to share this understanding with you in the presentation below. We're confident you'll gain a better understanding of recommendations. And if you'd like to implement these strategies on your site, please contact us for a live demo.
In the Jobs to Be Done space, I assume from my research that Anthony Ulwick, author of What Customers Want, is the originator of the thought, but Clayton Christensen has helped popularized the concept. On this theory though, I am staying with Ulwick's work and have used it numerous times. It works! It was not till several months ago that I actually finally created a mind map of the process. This is my rendition of it.
"What is design" from a holistic point of view. This slide show is a update from my first one "The changing role of design. It was presented on 16 Aug 2008 at The Fellowship of Inventors Workshop "Design for Life".
11 Design Strategies Of The Next Decadedesignsojourn
How will we design differently in the next decade? Join the conversation at http://www.designsojourn.com/11-design-strategies-of-the-next-decade and stand a chance to win a HP Mini 5101!
Customer interview presentation at Lean Startup Machine Amman-Jordan.
Describe best practice, what to do, what not, where to find your customers and what to ask them, as part of customer discovery process (Cus_Dev & Lean Startup methodology)
Intro and Description of Business Model Canvas (Osterwalder), Value Proposition Designer (Osterwalder), and 7 steps to follow when working with these business design tools. I have developed these steps from my experiences as a startup coach.
This is a class for businesspeople/MBA that I currently teach at UVA Darden. It's a continuation of Software Design (bit.ly/sw-class). For more on the Software Development class, see bit.ly/sw-dev.
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.
VISION-STRATEGY-PRODUCT (VSP) Yacht: An Agile Plan to Rapidly Achieve Problem...Rod King, Ph.D.
It will soon be the third anniversary of the publication of Eric Ries's book, "The Lean Startup." The Lean Startup Method is the tsunami that will sweep all domains and levels of innovation. Yet sub-optimal tools like the BUSINESS MODEL CANVAS and LEAN CANVAS don't do justice to the power and versatility of the Lean Startup Method. The Vision-Strategy-Product (VSP) Yacht - which is based on Ries's VSP pyramid - visually presents a framework for comprehensively, rapidly, and correctly applying the Lean Startup Method.
http://goo.gl/m3iGdI
"What is design" from a holistic point of view. This slide show is a update from my first one "The changing role of design. It was presented on 16 Aug 2008 at The Fellowship of Inventors Workshop "Design for Life".
11 Design Strategies Of The Next Decadedesignsojourn
How will we design differently in the next decade? Join the conversation at http://www.designsojourn.com/11-design-strategies-of-the-next-decade and stand a chance to win a HP Mini 5101!
Customer interview presentation at Lean Startup Machine Amman-Jordan.
Describe best practice, what to do, what not, where to find your customers and what to ask them, as part of customer discovery process (Cus_Dev & Lean Startup methodology)
Intro and Description of Business Model Canvas (Osterwalder), Value Proposition Designer (Osterwalder), and 7 steps to follow when working with these business design tools. I have developed these steps from my experiences as a startup coach.
This is a class for businesspeople/MBA that I currently teach at UVA Darden. It's a continuation of Software Design (bit.ly/sw-class). For more on the Software Development class, see bit.ly/sw-dev.
Similar to Dynamic Business Model Visualizations: Instantly Facilitate LIVELY Business Model Conversations Using the 3 Acts of a Business Model Storyboard
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.
VISION-STRATEGY-PRODUCT (VSP) Yacht: An Agile Plan to Rapidly Achieve Problem...Rod King, Ph.D.
It will soon be the third anniversary of the publication of Eric Ries's book, "The Lean Startup." The Lean Startup Method is the tsunami that will sweep all domains and levels of innovation. Yet sub-optimal tools like the BUSINESS MODEL CANVAS and LEAN CANVAS don't do justice to the power and versatility of the Lean Startup Method. The Vision-Strategy-Product (VSP) Yacht - which is based on Ries's VSP pyramid - visually presents a framework for comprehensively, rapidly, and correctly applying the Lean Startup Method.
http://goo.gl/m3iGdI
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.
The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Star...Rod King, Ph.D.
It's going to a decade since the book, "Blue Ocean Strategy," was published by W. Chan Kim and Renee Mauborgne. However, over 99% of strategists, entrepreneurs, and innovators are struggling to translate the theory of Blue Ocean Strategy into practice. Meanwhile, established organizations as well as (lean) startups are failing and going bankrupt.
This presentation features the Red Ocean Disruption (ROD) Stack, which is a set of visual tools for comprehensively developing and managing Red Ocean Disruption (Blue Ocean) Strategy. The Idea Lifecycle provides a roadmap as well as tollgates of the journey towards the Blue Ocean.
http://goo.gl/j0rc4V
The VALUE CHAIN (VC) YACHT: Discover and Solve Customer Problems Better, Fast...Rod King, Ph.D.
It is a truism that organizations that survive and prosper are those that discover and solve customer problems better, faster, and cheaper. This presentation introduces a fun tool, the Value Chain (VC) Yacht, that enables startups as well as established organizations to discover and solve problems better, faster, and cheaper. The VC Yacht is an extremely versatile tool for problem finding and solving. The VC Yacht can be used to illustrate, derive, explain, and apply over 40 tools that are used for finding and solving problems.
http://goo.gl/b5FGHZ
The Business Model Envelope (BME) Ecosystem: How We Can Solve the World’s Pro...Rod King, Ph.D.
For years, I've been doing research on finding a simple way to discover and solve problems in any domain. The Business Model Envelope (BME) Ecosystem presents a simple but versatile tool for collaboratively discovering and solving problems in any domain.
Business Model Process Canvas vs. Business Model Brain for Nespresso: What's ...Rod King, Ph.D.
Business model blueprints are increasingly replacing the traditional organizational chart in many organizations. I can't remember the last time that I saw an organizational chart for a real business!
In the last five years, there has been an explosion of tools for visualizing business models. However, there has been no common language or platform that can be used for mapping tools for business model visualization and consequently, facilitate communication between business modelers. This presentation introduces the tool of the Global Problem Solving (GPS) Brain and Canvas that can be used to map tools for business problem solving and design. To facilitate understanding and application of the GPS Brain and Canvas, it is applied to topics of the Business Model Canvas, thereby yielding the templates of the Business Model Brain and Business Model Process Canvas. These emergent templates are used to visually document the story and business model of Nespresso.
The templates of the Business Model Brain and Business Model Process Canvas have their advantages and disadvantages. Your task as a collaborator involves first reviewing the example on the Business Model Brain and Business Model Process Canvas for Nespresso. Then, state your preference for the business model visualization tool that you would use to document the business model of your organization. Your comments and feedback are most welcome.
The Lean Business Model Gameboard: Deeply Understand and Predict Customer Beh...Rod King, Ph.D.
The Lean Startup Method, Business Model Innovation, and Customer Habit Engine all work using a 3-Phase Feedback Cycle that is illustrated on the gameboard.
http://goo.gl/ygKg5K
The Business Model Spinner: A Fun Way to Improve Your Business Model Creativi...Rod King, Ph.D.
Invented by Dr. Rod King, the Business Model Spinner is a fun game to increase business model creativity, performance, and innovation. The Business Model Spinner effectively introduces the emergent approach of Business Model Gamification.
http://goo.gl/HNc6gX
Dream Viability Testing: Quickly and Cheaply Test the Viability of Your Dream...Rod King, Ph.D.
Consider this scenario which is a “Hollywood version” of a business case that I read several years ago in the book, “Discovery-Driven Growth,” by Rita Gunther McGrath and Ian MacMillan. The character, Bob, is a figment of my imagination.
Bob, a father of two young girls, was recently made redundant. Bob is desperate to pursue his dream business idea of owning an antique toy store. However, Bob is seeking advice on the best tool for testing the viability of his dream idea. The options at the top of Bob’s mind are as follows:
Option 1: INTUITION ("JUST DO IT")
Based on gut feeling and experience: rent store, buy antique toys, open store to public, and see what happens. Hopefully, monthly revenue from the sale of antique toys will be more than his monthly operating cost.
Option 2: TRADITIONAL BUSINESS PLAN
Spend 8 weeks attending an evening course on writing a (theoretical) business plan for the antique toy store. Thereafter, launch the project and open the antique toy store according to the schedule or “waterfall” of activities in the business plan.
Option 3: BUSINESS MODEL CANVAS/CUSTOMER DEVELOPMENT STACK
First, document the proposal (hypotheses) for the antique toy store using the tool of the Business Model Canvas. Then, according to principles of Steve Blank’s Customer Development methodology, “Get Out Of the Building” and talk to at least 50 prospective customers and other stakeholders. Test and validate/reject hypotheses for each of the 9 building blocks of the Business Model Canvas.
Option 4: LEAN STARTUP METHOD
Start by building a Minimum Viable Product (MVP) for the antique toy store. The objective is to rapidly learn about what works and what does not work regarding outcomes that customers want and can pay for. Rapidly use the iterative loop of “Build-Measure-Learn” to find problem-solution fit as well as product-market fit.
Option 5: DISCOVERY-DRIVEN PLANNING
The first step is to prepare a “Reverse Income Statement (RIS)” to check whether the opportunity or profitability of such an antique toy store is worthwhile. Also, the Reverse Income Statement would reveal “profitability-assumptions and hypotheses” of a business model that should be tested, validated, and/or rejected.
In your opinion, which of the above options would be best for Bob? And why?
My own recommendation is for Bob to use the methodology of Profit Model Analysis and Design (PMAD) for his task of Dream Viability Testing. PMAD is a seamless visual synthesis of the above tools. PMAD consists of three activities as follows:
#1: Visualize the desired profitability of your business model
#2: Design and test your value proposition model
#3: Launch and manage a scalable value creation model
For details of applying PMAD to the above case study, see http://goo.gl/2HAN00
So, once again, which option would be best for Bob in pursuing his dream business idea of owning and running his antique toy store?
The Business DNA Clock for Investors & Lean Startups: The 8 Steps of Every Su...Rod King, Ph.D.
Based on the perceived inadequacies of Steve Blank's "Investmeter" or thermometer for the Investment Readiness Level (IRL), I decided to develop the Business DNA Clock as a visual tool that shows a customizable roadmap for developing businesses that are built to last. We are currently using the Business DNA Clock to systematically develop, test, and validate ideas for our Business DNA Search Engine project.
The Business DNA Clock is method or tool-agnostic: the Business DNA Clock can be used with tools such as the Experiment Board, Business Model Canvas, and Lean Canvas. The Business DNA Clock also comprehensively summarizes ideas in Eric Ries's "The Lean Startup" as well as Furr and Dyer's "The Innovator's Method."
Try the Business DNA Clock and let's hear from you.
Customer Growth Hacking for Lean Startups: How Silicon Valley is Creating Bil...Rod King, Ph.D.
Traditional Business Planning theories and tools are not keeping pace with the rate of innovation in the startup world. Many startups are no longer using traditional business plans. Many startups do not formally start with applying Porter's Competitive Strategy or Value Chain. For the many billion dollar startups that have recently been created, none has been reported to use traditional business tools such as the voluminous business plan, value chain, and industry attractiveness analysis.
Today's billion dollar startups such as Facebook, GroupOn, AirBnB, and DropBox are mainly using tools of Customer Growth Hacking and in particular, tools of the Lean Startup methodology in combination with Growth Hacking. The presentation above includes a visual summary of the methodology of Customer Growth Hacking as it relates to the Lean Startup Methodology and Growth Hacking. The Lean Startup Methodology and Growth Hacking "intersect" in the area of Innovation Accounting and Marketing Analytics and in particular, "EARRR" metrics of the Customer Growth Honeycomb.
Although the Lean Startup Methodology is comprehensive, its focus is on emergent problem solving especially using the Enterprise Engine of a business model engine. In contrast, Growth Hacking focuses on the performance of the Customer Growth Engine especially using the "EAARRR" metrics to facilitate innovation accounting. In practice, billion dollar startups synchronize the performance of the Enterprise Engine and Customer Growth Engine with the performance of the Value Engine of a business model while rapidly and inexpensively discovering as well as solving BUMPs: Big Urgent Market Problems.
To conclude, this article presents an overview of the methodology of Customer Growth Hacking which covers emergent problem solving as well as deliberate problem solving. In todays world of high volatility, uncertainty, complexity, and ambiguity, the planning paradigm is shifting away from deliberate problem solving to emergent problem solving. While the tools of traditional business planning are applied and relevant to established businesses with established customers and known products, in the fast moving world of startups, traditional business planning tools are becoming obsolete.
If you're thinking of building billion dollar startups, the methodology most likely to let you rapidly and inexpensively achieve your goal is Customer Growth Hacking. Why not start with the phase of Customer Hacking (to achieve problem-solution fit), then proceed to Customer Growth (to achieve product-market fit), and move further to Growth Hacking (to achieve business model fit and scaling)?
What do you think?
The LEAN BUSINESS MODEL GAMEBOARD: A Fun Way to Holistically Learn, Master, a...Rod King, Ph.D.
"The Lean Startup" by Eric Ries is one of the most useful books any entrepreneur, startup, or established business could get. I regard "The Lean Startup" book as the bible on continuous innovation. However, many entrepreneurs, startups, and established businesses are struggling to translate ideas, concepts, and principles of the Lean Startup Method into practice. The high rate of failure of startups continues while the Lean Startup Method largely remains a theory.
To help entrepreneurs, startups, and established businesses better learn and master the Lean Startup Method, I developed the Lean Business Model Gameboard. This Gamification Board - which presents a tag cloud (checklist) of Lean Startup words - offers a simpler, faster, and funner way to learn, apply, and master the Lean Startup Method.
Have fun!
http://goo.gl/zsgl4k
###
P.S.: What are your suggestions for improving the above Lean Business Model (LBM) Game?
Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for...Rod King, Ph.D.
About a week ago, the startup world got ablaze from reading Steve Blank’s blog post, “A New Way to Look at Competitors.” In the blog post, Blank notes that the traditional Competitive Graph – which focuses on differentiating offerings of “Our Company” vs. “Our Competitors” - is “inappropriate for startups or existing companies creating new markets.” Blank goes on to offer a Petal Diagram which places a given company (startup) in the core of a flower while segments of competitors are place in petals that surround the core. But how useful is Steve Blank’s Petal Diagram especially for startups?
Judging from feedback including Tweets and Facebook Likes on the Internet, the response to the Petal Diagram is extremely positive. Many readers note that the Petal Diagram offers benefits including the following:
# great way to communicate a startup’s position and opportunity especially to investors (Venture Capitalists)
# segmentation of an existing market while showing sources of future customers as well as potential competitors and partners
# visually appealing way for investors to see growth opportunities for a startup
# linkage to business model innovation especially using the Business Model Canvas
Although feedback on the Petal Diagram is generally great, some people are critical of the form and usefulness of the Petal Diagram especially in presenting proposals to investors. Perhaps, the strongest critique of the Petal Diagram comes from fellow Venture Capitalist, Tomasz Tunguz who blogged on: “Why the Petal Diagram Isn’t the Best Competition Diagram for Startup’s Pitch.” Tunguz’s main critique was “petal diagrams don't communicate the startup's unique way of competing in the market.” In short, the Petal Diagram is not useful for Brand Positioning, Value Proposition Design, Competitive Analysis, and Benchmarking. Consequently, it would seem like the Petal Diagram has to be used in conjunction with the classic Competitive Graph to present a wholesome picture of a startup’s opportunity and strategy. Or ... can we visually reframe the classic Competitive Graph so that it offers its original features as well as all the features and benefits of the Petal Diagram? I believe that we can. Yes, we can.
http://goo.gl/8TKHm4
The 4 Perspectives of BUSINESS MODEL PROJECT MANAGEMENT: Why Some Businesses ...Rod King, Ph.D.
In the world of business a dangerous gulf or schism exists between "Strategy" on the one hand and "Execution" on the other hand. Many Strategy projects are not implemented. And of those implemented, about 70% fail.
This presentation introduces the approach of "Business Model Project Management" as an approach to seamlessly integrate Strategy and Execution. Business Model Project Management assumes a "business model" as the unit of organization, analysis, and management of every project. The presentation introduces a novel tool called the "Business Model Diamond."
The Business Model Diamond is a visual checklist that can be used in projects involving business model documentation, improvement, innovation, and storytelling. Unique to the Business Model Diamond are its four (ICES) perspectives: Investor, Customer, Enterprise, and Strategist Perspectives. Successful businesses constantly keep these four perspectives in focus while trying to find a positive dynamic balance between them. In businesses that fail, the four perspectives are either fragmented or misaligned.
THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual...Rod King, Ph.D.
Today, many startups and established organizations inadvertently practice "Fat Strategy" which leads to a lot of waste, unprofitability, and competitive disadvantage. This presentation features a Lean Strategy Canvas which can be used for eliminating Fat Strategy. The Lean Strategy Canvas is also helpful for projects that aim at delivering Awesome Customer Experiences (ACEs) as well as greater Shared Value (Profitability). The Lean Strategy Canvas is a core tool in the portfolio of tools for eliminating Fat Strategy.
Your insights and questions are welcomed.
http://goo.gl/Ml98y0
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.
THE PROJECT MANAGEMENT YACHT: How the World's Greatest Problem Solvers Disrup...Rod King, Ph.D.
This presentation describes the tool of the Project Management Yacht as well as its platform of the Vision Dashboard. Although not well known, the Vision Dashboard is the tacit framework used by visionaries such as Steve Jobs, Albert Einstein, and Genrich Altshuller. When the Project Management Yacht is systematically and deeply used with the Vision Dashboard, a user can rapidly discover how to disrupt Red Ocean industries while generating extraordinary profit.
BUSINESS MODEL MOVIEMAKING: Rapidly Visualize, Prototype, and Test Your BUSIN...Rod King, Ph.D.
In this presentation on Business Model Moviemaking, the Business Model Strip is used as a template to visualize a BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model. Examples of Business Plots and Strategy Stories are taken from companies such as Future Plc, Fremantle Media, Hornby, and Apple.
Business Model 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
Similar to Dynamic Business Model Visualizations: Instantly Facilitate LIVELY Business Model Conversations Using the 3 Acts of a Business Model Storyboard (20)
FRACTAL GRIDDING: A Visual Technique for Managing Personal, Enterprise, and N...Rod King, Ph.D.
This presentation introduces the WHY, WHAT, and HOW of the Fractal Gridding Technique, which is an invention of Dr. Rod King. Fractal Gridding and in particular, the 3x3 Fractal Grid, can be used for effectively and efficiently organizing, managing, and tracking ideas everywhere: at School, Home, Outdoors, and Work (SHOW). The goal of daily using Fractal Gridding is to rapidly become a lifelong EPIC Learner. "EPIC" is an acronym for "Exponential Productivity, Innovation, and Creativity."
Way to go lifelong EPIC Learner!
And good long in your journey.
Build a Culture for Rapidly Achieving BALANCED GREATNESS Everywhere: A Case S...Rod King, Ph.D.
This presentation features the methodology of Ambifragile Project Planning & Execution (APPEx) which aims to facilitate the building of a Balanced Greatness culture everywhere. A case study on APPEx is presented using information from the 2018 mayoral campaign in Freetown (Sierra Leone) of candidate Yvonne Aki-Sawyerr. This presentation illustrates how APPEx can be used not only in reframing and visually presenting the vision of any political campaign but also in translating into reality and through projects a candidate's vision, strategy, and conceptual plan for achieving Balanced Greatness. Also, the APPEx methodology offers brain-friendly tools and graphic organizers such as the 1-Page Vision-Strategy-Plan and 1-Page Ambifragile Project Plan that can be used to rapidly discover and solve pains in any domain as well as at personal, team, and societal levels. The approach of APPEx visually synthesizes the world's best tools for visually collecting, organizing, managing and evaluating information in projects at any level or scale.
PS: I'd like to note that although the presentation uses material from the campaign of mayoral candidate Yvonne Aki-Sawyerr, she neither ordered this presentation nor endorses it. This case study is purely academic and meant to illustrate how the APPEx methodology can be used to rapidly build a culture for achieving Balanced Greatness everywhere on the planet especially in Sierra Leone and starting from Freetown, her capital city.
APEx Meta-Platform: Rapidly Document, Organize, Manage, and Solve NATIONAL SE...Rod King, Ph.D.
Nowadays, business is suffering from what I call the "Tower of Babel (TB)" phenomenon: there are too many disparate or fragmented business tools. Each business tool appears to have a language of its own so that communication between users of different tools is fraught with great difficulties. This situation is reminiscent of the Tower of Babel event which is described in the Bible.
But, how can one eliminate the Tower of Babel phenomenon regarding business tools and their uses? Conceptually, the ideal solution involves use of an "operating system" or a platform that permits application of every tool while eliminating their trade-offs. An ideal solution is the Adaptive Planning & Execution (APEx) platform which is featured in this presentation. The APEx Platform can be used to rapidly organize, manage, and present problems as well as solutions for greater national security and prosperity.
SUPPLY CHAIN CANVAS: Deliver “10x Faster, Better, and Cheaper Solutions” for ...Rod King, Ph.D.
The guaranteed survival of any organization today depends on its ability to deliver "exponential solutions" and in particular, "10x Faster, Better, and Cheaper Solutions" than traditional ones. This Ideal Value Proposition is highly desirable by many organizations. However, the big question is: "How does one create and deliver "10x Faster, Better, and Cheaper Solutions" for stakeholders?
This presentation introduces the tool of the Supply Chain Canvas. Building on the concept of the classic supply chain which involves four categories of stakeholders (Supplier; Provider; Customer; Consumer), the Supply Chain Canvas uses the concept and tool of the Business Model Strip to link the stakeholders to form a fractal supply chain. The resulting diagram, which is called a "Supply Chain Canvas," can be used to rapidly map, analyze, improve, design, and manage supply chains as well as business models. Included in this presentation are examples of how the Supply Chain Canvas is applied to the non-governmental sector as well as private sector.
Can BUSINESS MODEL HACKING Instantly Save the National Defense & Intelligence...Rod King, Ph.D.
"Business Model Hacking (BMH)" refers to a multilevel mapping methodology that uses the unit of analysis of a business model to rapidly discover and eliminate pain in the lifecycle of any system, project, and/or business model. The approach of Business Model Hacking can be applied to projects in the public and private sectors as well as non-governmental organizations and society in general. The current program of "Hacking for Defense (H4D)," which is pioneered at Stanford University can be regarded as a basic instance of Business Model Hacking that uses the Mission Model Canvas (Business Model Canvas) and Value Proposition Canvas within the framework of the Lean Launchpad Methodology. However, given the "12 Handicaps" of the Mission Model Canvas (Business Model Canvas), Rod King uses a different toolkit for Business Model Hacking. Details of King's toolkit can be found in his groundbreaking book, "Business Model Canvas: A Good Tool with Bad Instructions?" This book is available at Amazon.com.
This presentation focuses on King's two tools for Business Model Hacking: Problem Solving Theater (PST) and Value Engine Map (VEM). These tools are applied to proposed projects in the National Defense and Intelligence Communities. When properly applied, tools of Business Model Hacking can help organizations to effectively and efficiently achieve their goals, vision, and mission. In particular, Business Model Hacking can help the National Defense and Intelligence Communities to rapidly save thousands of lives as well as millions of dollars.
STUDENTSOURCING:A Mini-Case Study on “Hacking for X (H4X)” Programat Stanfo...Rod King, Ph.D.
You may be wondering about the question, "What is StudentSourcing?" Well, here are three things you quickly need to know about "StudentSourcing."
1) StudentSourcing is a term independently coined by Rod King to describe the emerging phenomenon and multisided business model where tough national, regional, and/or local problems in the public sector and private sectors as well as community are “outsourced” or “crowdsourced” to student teams in primary, secondary, and/or tertiary education who provide validated and scalable solutions (prototypes)
2) The most prominent example of StudentSourcing or a StudentSourcing business model involves the “Hacking for X (H4X)” and in particular, “Hacking for Defense (H4D)” program, which was created at the Stanford University and is currently spreading worldwide
3) For public sector and community projects, StudentSourcing can be regarded as a de facto “National Development Service program” for students
This presentation focuses on three Global Pain Solving (GPS) tools that can be used to facilitate StudentSourcing including the Hacking for Defense (H4D) program at Stanford University. The GPS tools complement the Lean LaunchPad Methodology that is used in the H4D program.
2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Stra...Rod King, Ph.D.
THIS ONE MAP REVOLUTIONIZES PRODUCT POSITIONING, BUSINESS STRATEGY, AND INNOVATION ACCOUNTING: The 2x2 Value Engine Map
Not many people know or would like to admit it: There are many popular but misleading ideas in business especially from established and emerging business “gurus.” A popular but misleading idea is the maxim of “One tool does not fit all.”
The cliche of “One tool does not fit all” stems from the last century when “pipes” or single-sided business models were dominant. In this century, “platforms” or multisided business models are increasingly disrupting traditional pipe business models. Whereas a pipe business model tries to resolve a single trade-off, a platform or multisided business model is designed to resolve two or more trade-offs. An excellent example of the transition from a pipe to a platform business model can be seen in the evolution of the business model of Apple’s iPod which finally morphed into a platform for the iPhone.
In the graphic below, I present a tool of and for BUSINESS CONSILIENCE: a 2x2 Value Engine Map. This Value Engine Map can be used to facilitate product pitching, business planning, business strategy, and business model design as well as the process of innovation accounting in the Lean Startup Methodology.
So, what do you think?
BUSINESS MODEL CANVAS: A Good Tool With Bad Instructions? Get Free Preview of...Rod King, Ph.D.
Originally conceived by Alexander Osterwalder, the Business Model Canvas is widely used by entrepreneurs to document the status of their business models. In principle, the Business Model Canvas can be used as a versatile tool for discovering and solving any type of pain on the planet. However, the Business Model Canvas is sub-optimally used. The Business Model Canvas has 12 "handicaps" that constrain it as a versatile tool for Open & Multilevel Pain Solving. This book critically and deeply explores the Business Model Canvas with a view to identifying as well as fixing its handicaps. Complementary tools such as the Business Model Strip, POKER Scorecard, and POKER Canvas are suggested to be used so that the full potential of the Business Model Canvas can be realized.
Silicon Valley’s Tools for Translating Startup Ideas into Billion Dollar Comp...Rod King, Ph.D.
This presentation features the POKER-Scorecard which is a shared language and platform for presenting and applying any business tool especially those used in Silicon Valley.
12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CA...Rod King, Ph.D.
This presentation presents 12 "Disruption Vulnerabilities" or Achilles's Heels of the Business Model Canvas. Although the Business Model Canvas serves as a good tool for visually documenting a business model, it is limited in many respects especially with documenting, analyzing, and designing two/multisided markets (platforms). The tool of the Business Model Strip is presented as an alternative that eliminates the Disruption Vulnerabilities of the Business Model Canvas.
The Business Model Strip is designed with a multilevel paradigm so that it can be presented at various levels and in different visual formats. This presentation features the Business Model Strip in "canvas" (tessellation) format with 5 blocks (meso-level) as well as 9/11 blocks (micro-level). Finally, a visual template and checklist for an Exponential Business Canvas are presented.
Universal Business Modeling Template & Language for Venture Capitalists, Scal...Rod King, Ph.D.
This presentation features the Business Model Strip, which is a universal business modeling template. The Business Model Strip provides a common visual language for mapping the topics of every business model template on the planet. Consequently, using the Business Model Strip facilitates conversations on business model innovation and improvement between users of differing templates such as the Community Happiness Canvas, Business Model Canvas, Lean Canvas, and Business Model Matrix.
Integrate One Line Business Modeling & Customer-First Process Improvement: Th...Rod King, Ph.D.
Of late, there seems to be one tool for every business goal or objective. Such proliferation of tools leads to a lot of waste in terms of money, energy, and time that are required to learn and master business tools. The Business Model Strip is a "revolutionary approach" that introduces a master (platform) tool that relates to all business tools. Here, the Business Model Strip or "One Line Business Model (OLBM)" is presented from the perspective of the SIPOC tool.
Two Steps for Rapidly Eliminating Pain in Every Business, Non-Profit Organiza...Rod King, Ph.D.
This presentation features an approach for Standard Pain Solving (SPS) in any domain. The Standard Pain Solving Methodology involves two steps: 1) Ask a Pain Solving Question (PSQ) in the format of "How Might We Eliminate Pain (HMWEP) of X?" 2) Use the Business Model Strip to Iteratively Answer the Pain Solving Question.
Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?Rod King, Ph.D.
The Business Model Canvas and Lean Canvas are "staple business tools" that are used the world over by entrepreneurs, startups, and established companies. But the question is: Should we burn the Business Model Canvas as well as the Lean Canvas?
Burning a business tool may be strange. And admittedly, "burning a business tool" is a gimmick to stir up controversy especially with practitioners and fans of a business tool. Alexander Osterwalder stirred up fans and ardent practitioners of the Business Plan when on November 26, 2012 he wrote an article in the online Wall Street Journal, "Burn Your Business Plan - Before it Burns You;" see http://blogs.wsj.com/accelerators/2012/11/26/burn-your-business-plan-before-it-burns-you/
I present the issue of burning the Business Model Canvas and Lean Canvas because they have rather irreparable structural problems. And, in my view, the structural problems of the Business Model Canvas and Lean Canvas are limiting creativity and innovation in business modeling tools. Many cannot escape the box of the Business Model Canvas or Lean Canvas.
In this document, I present a case on why the Business Model Canvas and Lean Canvas should be burnt. An alternative tool of the Business Model Strip is introduced. Luckily the Business Model Strip is compatible with both the Business Model Canvas and Lean Canvas.
Business Model Strip SCORECARD FOR RADICALLY IMPROVING THE PERFORMANCE OF BUS...Rod King, Ph.D.
This presentation features the Business Model Strip SCORECARD, which is a template for radically improving the performance of business models for startups as well as as established companies. The Business Model Strip Scorecard seamless integrates ideas from the Balanced Scorecard, Strategy Map, and Business Model Canvas as well as over 10 other business tools. Consequently, the Business Model Strip Scorecard offers the most comprehensive tool for managing the performance of business models.
Flourishing Business Canvas vs. Total Happiness Canvas: Similarities and Diff...Rod King, Ph.D.
I recently came across the Flourishing Business Canvas and I'm struck by its conceptual rigor which is similar to that of the Total Happiness Canvas that I developed. The Flourishing Business Canvas was developed by Antony Upward.
Rod King's Total Happiness Canvas involves an application to business modeling of Albert Einstein's idea of a SpaceTime continuum. SpaceTime is defined by two question-tags: When (Time) and Where (Space or System). The four question-tags of Who, What, How, and Why define a system including its impacts or value (negative and positive).
Integrated with the Total Happiness Canvas is a heuristic for universal pain (problem) solving and learning, that is, the Pain-Plan-Do-Review (PPDR) Cycle. This heuristic draws upon the learning cycle of Plan-Do-Review as well as Deming's Plan-Do-Check-Act (PDCA) cycle for continuous improvement. Addition of a "Pain" dimension to the latter cycle expands the aforementioned heuristics to a cycle for pain (problem) solving.
In this presentation, I present side-by-side topics of the Flourishing Business Canvas and the Total Happiness Canvas. In this way, similarities and differences between the two canvases can be quickly seen.
There are two major differences between topics of each tool. First, the topics of the Total Happiness Canvas are driven by a question-and-answer framework. In particular, the Total Happiness Canvas is driven by a Pain Solving Question (PSQ) that must first be formulated. The basic format of the PSQ is: "How Might We Eliminate Pain (HMWEP) of 'X'?' It's important to note that 'X' can be any theme, topic, or issue. The PSQ is then iteratively answered by going through the Pain-Plan-Do-Review (PPDR) Cycle. Tools like the Business Model Canvas, Lean Canvas, and Flourishing Business Canvas serve as 'scoreboards' while iteratively answering the PSQ.
The second main difference is that the Total Happiness Canvas is a visual "plug-and-play" platform that provides a Universal Pain Solving & Project Management (UPSPM) process for achieving goals in any domain. All business tools can be used in conjunction with the Total Happiness Canvas. Consequently, the Total Happiness Canvas can be used for "playing" the tool of the Flourishing Business Canvas. While using the process of the Total Happiness Canvas, the Flourishing Business Canvas acts as a visual information manager or 'scorecard' for organizing and managing ideas on each topic within the framework of UPSPM.
Finally, when used with the Total Happiness Canvas, many tools such as in Design Thinking, Six Sigma Methodology, Lean Startup Method, and Theory can be seamlessly applied using the Flourishing Business Canvas. The framework of the Total Happiness Canvas allows many and varied pain (problem) solving tools to be mixed and matched.
Family of 4 Visual Templates for the TOTAL HAPPINESS CANVASRod King, Ph.D.
The first 'canvas' tool, which I encountered in business, was the Strategy Canvas in the toolkit of Blue Ocean Strategy. The Strategy Canvas involves the plot of Value Curves for organizations (businesses) in the Red Ocean as well as Blue Ocean. After the Strategy Canvas came the tessellation of the "Business Model Canvas that was developed by Alexander Osterwalder.
The Business Model Canvas is a 'phenomenon' in the business community especially for startups. The Business Model Canvas is used worldwide and has spawned countless variations of its tessellation. The Lean Canvas by Ash Maurya is the most popular variant of the Business Model Canvas.
The tessellated format of the Business Model Canvas has many advantages including the facilitation of collaborative visual presentation of business model ideas both horizontally (on a table) and vertically (on a wall). However, the tessellated template has 'straight-jacketed' how people think about the visual structure of a business model. A large majority of people now think that a tessellation is the only format for visually presenting a business model. Such thinking has serious disadvantages, for the topics of a business model are "nodes" that can be expressed in a wide variety of graphical formats such as in a chain, tree (Mind Map), and network.
In this presentation, the four nodes (Pain-Plan-Do-Review) of the Total Happiness Canvas or Pain-Plan-Do (PPDR) Cycle are presented using a family of visual templates: Chain; Macro-canvas; Tree; Network. The format of the Macro-canvas consists of 5 macro-blocks. There is strong structural correspondence between the visual format of the Macro-canvas and that of the Business Model Canvas which consists of 9 building blocks. The "Pain" block of the Macro-canvas can be decomposed into three blocks of the Business Model Canvas: Customer Segments; Customer Relationships; Channels. In a similar manner, the "Do" block can be decomposed into three blocks of the Business Model Canvas: Key Partners; Key Activities; Key Resources. The same decomposition principle applies to the Lean Canvas as well as other canvases.
By introducing flexibility and variation in visually presenting the topics that describe a business model, we can take advantage of the strengths of other visual templates while minimizing the inherent weakness of a tessellated format. Further, we can develop agility in visual communication by freely having conversations using different visual templates for business models.
Rapid Organizational Improvement (ROI): Instantly Xray Every For-Profit and N...Rod King, Ph.D.
Business modeling tools such as the Business Model Canvas and Lean Canvas are complex, expensive, and time-consuming to learn especially when modeling platforms (two/multisided markets). Consequently, such modeling tools are ill-suited for Non-Profit Organizations which are inherently platforms.
This presentation introduces the COPS Diamond ("Xray") technique which can be used to instantly model For-Profit Organizations as well as Non-Profit Organizations. Using the COPS Diamond saves organizations money, energy, and time especially in change management projects.
Business Model Canvas: GOOD TOOL with BAD INSTRUCTIONSRod King, Ph.D.
Alexander Osterwalder's Business Model Canvas is widely used by entrepreneurs around the world. It is a good tool. However, the Business Model Canvas is not great because it does not explicitly focus on solving the pain of stakeholders. In short, the Business Model Canvas is not a direct tool for pain (problem) solving.
The Business Model Canvas was originally conceived as a 'scorecard' for visually documenting a business model. Consequently, the Business Model Canvas is 'time agnostic:' it can be used for documenting past, present, and future business models. In theory, the Business Model Canvas is a visual synthesis of topics for comprehensively describing a business model or project.
Recognizing the deficit of the Business Model Canvas with regard to pain (problem) solving, several practitioners have tried to modify it as well as add complementary tools and processes. In his Customer Development Stack, Steve Blank adds the process of Customer Development to facilitate pain discovery. He also adds Agile Development (Lean Startup) Method to facilitate experimentation using hypotheses from a "Future (Hypothetical) Canvas."
Ash Maurya has modified building blocks of the Business Model Canvas to suit the mindset and language of "Lean Startup" entrepreneurs as well as directly include the paradigm of pain (problem) solving. Maurya includes building blocks such as for "Problem," "Solution," and "Key Metrics." However, Maurya's building blocks such as "Unfair Advantage" violate the system logic of the Business Model Canvas.
To date, many entrepreneurs are busy completing building blocks of the Business Model Canvas without a clear pain (problem) solving process. The Build-Measure-Learn Loop of the Lean Startup Method can be used with the Lean Canvas. However, to date the process has not been seamlessly integrated with the logic of the Business Model Canvas. So, what are we to do?
This presentation introduces the Pain-Plan-Do-Review (PPDR) Cycle which can be used with or without the Business Model Canvas. Housing the PPDR Cycle is the Community Happiness Canvas which focuses presenting a Pain Solving Question (PSQ) which is answered by using 8 topics of LIST: List of Innovate Salone Topics. The presentation shows correspondences between topics of the Business Model Canvas and Community Happiness Canvas. By using the PPDR Cycle of the Community Happiness Canvas in conjunction with the topics of the Business Model Canvas, entrepreneurs can rapidly solve the pains of stakeholders especially customers.
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
Falcon stands out as a top-tier P2P Invoice Discounting platform in India, bridging esteemed blue-chip companies and eager investors. Our goal is to transform the investment landscape in India by establishing a comprehensive destination for borrowers and investors with diverse profiles and needs, all while minimizing risk. What sets Falcon apart is the elimination of intermediaries such as commercial banks and depository institutions, allowing investors to enjoy higher yields.
At Techbox Square, in Singapore, we're not just creative web designers and developers, we're the driving force behind your brand identity. Contact us today.
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.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
The key differences between the MDR and IVDR in the EUAllensmith572606
In the European Union (EU), two significant regulations have been introduced to enhance the safety and effectiveness of medical devices – the In Vitro Diagnostic Regulation (IVDR) and the Medical Device Regulation (MDR).
https://mavenprofserv.com/comparison-and-highlighting-of-the-key-differences-between-the-mdr-and-ivdr-in-the-eu/
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
Dynamic Business Model Visualizations: Instantly Facilitate LIVELY Business Model Conversations Using the 3 Acts of a Business Model Storyboard
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
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Shared
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System
Short/Medium/Long-‐term
Industry/Market/Niche/Arena/Zone:
……………………………………………………………………………………….
2. Storyboard
[stawr-‐ee-‐bawrd]
noun
1. a
graphic
organizer
in
the
form
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illustraNons
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images
displayed
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sequence
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the
purpose
of
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moNon
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animaNon,
moNon
graphic
or
interacNve
media
sequence
(Wikipedia)
2. a
panel
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rough
sketches
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scene
sequence
and
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acNon
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plot
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producNon
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shot
on
film
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video
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Heritage
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3. a
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has
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storyboards
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3. Scene
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1. a
part
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acNon
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single
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TV
or
movie,
composed
of
a
series
of
shots
(Wikipedia)
2. the
place
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acNon
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event
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Heritage
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3. a
scene
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be
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With
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Job-‐To-‐Get-‐Done”
5. Past
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Present
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Future
Job-‐To-‐Get-‐Done
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MODEL
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CUSTOMER
JOB-‐TO-‐GET-‐DONE
(JTGD)
3
Job-‐To-‐Get-‐Done
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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
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+
Job-‐To-‐Get-‐Done
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-‐
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Industry/Market/Niche/Arena/Zone:
……………………………………………………………………………………….
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+
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3-‐ACT
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for
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3
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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
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)
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)
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