Totally Resolve the Conflict Between Users of the Business Model Canvas and Lean Canvas: The Lean Business Model Canvas
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This presentation contains the Lean Business Model (LBM) Canvas which completely eliminates the conflict between the Business Model Canvas and Lean Canvas. Unlike in each of the aforementioned tools, the LBM Canvas can be used as a Business Model Canvas, Lean Canvas, or Business Model Storyboard. The LBM Canvas is a child of the Dramatic Story Canvas, which can be used to facilitate the formulation, development, and management of what Richard Rumelt calls "Good Strategy." http://goo.gl/9icrlh
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Totally Resolve the Conflict Between Users of the Business Model Canvas and Lean Canvas: The Lean Business Model Canvas
- 1. DRAMATIC STORY CANVAS FOR VISUALIZING A BUSINESS MODEL Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model Before AFer Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 2. DRAMATIC STORY CANVAS FOR VISUALIZING A BUSINESS MODEL Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Business Model Visualiza&on (BMV) Canvas Before AFer Business Model (System) Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 3. DRAMATIC STORY CANVAS FOR VISUALIZING A BUSINESS MODEL Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Business Model Visualiza&on (BMV) Canvas Before AFer Business Model (System) Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 4. DRAMATIC STORY CANVAS: Storyboard Template Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model Before AFer Adap&ve Storyboard Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 5. DRAMATIC STORY CANVAS: Storyboard Template Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model Before AFer Adap&ve Storyboard Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 6. DRAMATIC STORY CANVAS: Storyboard Template Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model Before AFer Adap&ve Storyboard Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 7. Logic of The 9 Topics of The Business Model Canvas
- 8. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) q KP: Key Partners q KR: Key Resources q KA: Key Ac9vi9es VP: Value Proposi9ons CH: Channels CR: Customer Rela9onships CS: Customer Segments C$: Cost Structure R$: Revenue Streams BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Before AFer Business Model (System) 9 Topics of The Business Model Canvas Source: Based on the Business Model Canvas -‐ hNp://en.wikipedia.org/wiki/Business_Model_Canvas 3 2 1 4 5 6 7 8 9 9 Topics of Business Model Canvas Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 9. Logic of The 9 Topics of The Lean Canvas
- 10. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) VP: Value Proposi9ons CH: Channels CS: Customer Segments C$: Cost Structure R$: Revenue Streams BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Before AFer Business Model (System) 9 Topics of The Lean Canvas Source: Based on the Lean Canvas -‐ hNp://prac&cetrumpstheory.com/2012/02/why-‐lean-‐canvas/ 3 2 1 4 A 5 B D 9 Topics of Lean Canvas Key Metrics C Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 11. Logic of The Topics of The Lean Business Model Canvas Resolve the Conflict Between the Business Model Canvas and Lean Canvas
- 12. TOPICS FOR STORY OF LEAN BUSINESS MODEL CANVAS Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Lean Business Model Canvas = Lean Canvas + Business Model Canvas Lean Canvas Business Model Canvas q Problem q SoluRon q Key Metrics q Profit (Value) q Cost Structure q Revenue Streams q Value ProposiRons q Channels q Customer Segments q Unfair Advantage q Key Partners q Key Resources q Key AcRviRes q Customer RelaRonships Problem Finding & Solving/Performance Management Business Model Visualiza&on, Resources, and Viability
- 13. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) q KP: Key Partners q KR: Key Resources q KA: Key Ac9vi9es VP: Value Proposi9ons CH: Channels CR: Customer Rela9onships CS: Customer Segments C$: Cost (Pain) R$: Revenue (Delight) P$: Profit (Value) BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Before AFer Business Model (System) Topics of The Lean Business Model Canvas Source: Based on Business Model Canvas -‐ hNp://en.wikipedia.org/wiki/Business_Model_Canvas & Lean Canvas -‐ hNp://prac&cetrumpstheory.com/2012/02/why-‐lean-‐canvas/ 3 2 1 4 5 6 7 8 9 Topics of Lean Business Model Canvas A B Key Metrics C 0 D Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 14. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) KP KA VP CR CS C$ P$ KR CH R$ BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Before AFer Business Model (System) 3 1 0 4 5 6 7 8 9 A B 2 D Key Metrics C Lean Business Model Canvas Source: Based on Business Model Canvas -‐ hNp://en.wikipedia.org/wiki/Business_Model_Canvas & Lean Canvas -‐ hNp://prac&cetrumpstheory.com/2012/02/why-‐lean-‐canvas/ Topics of Lean Business Model Canvas Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 15. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model Before AFer Business Model (System) Key Metrics Lean Business Model Canvas Source: Based on Business Model Canvas -‐ hNp://en.wikipedia.org/wiki/Business_Model_Canvas & Lean Canvas -‐ hNp://prac&cetrumpstheory.com/2012/02/why-‐lean-‐canvas/ VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) KP KA VP CR CS C$ P$ KR CH R$ BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Topics of Lean Business Model Canvas Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 16. 6 GATES TO BUSINESS MODEL PROFITABILITY Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing 1 2 3 4 5 6 Problem-‐SoluRon Fitness Value ProposiRon Fitness Product-‐Market Feasibility Revenue Model Feasibility Resource-‐Based Feasibility BUSINESS MODEL ADVANTAGE
- 17. Example
- 18. Apple’s Lean Business Model Canvas for the Classic iPod (2001) Problem-‐Solu,on Fitness: Valida&on of Job-‐To-‐Get-‐Done, Minimum Viable Problem, and Customer Archetype #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model Before AFer Key Metrics E: Engagement; Experience A: Acquisi9on; Ac9va9on R: Reten9on; Referral; Revenue Listen to music (at home/work/outdoors) Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 19. Apple’s Lean Business Model Canvas for the Classic iPod (2001) Problem-‐Solu,on Fitness: Valida&on of Job-‐To-‐Get-‐Done, Minimum Viable Problem, and Customer Archetype #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model Before AFer Key Metrics E: Engagement; Experience A: Acquisi9on; Ac9va9on R: Reten9on; Referral; Revenue Listen to music (at home/work/outdoors) q Big/clunky music players q Complex: difficult to use q Small song storage Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 20. Apple’s Lean Business Model Canvas for the Classic iPod (2001) Problem-‐Solu,on Fitness: Valida&on of Job-‐To-‐Get-‐Done, Minimum Viable Problem, and Customer Archetype #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model Before AFer Key Metrics E: Engagement; Experience A: Acquisi9on; Ac9va9on R: Reten9on; Referral; Revenue Listen to music (at home/work/outdoors) q Big/clunky music players q Complex: difficult to use q Small song storage q Ultra-‐portable digital music player q Simple: easy to use q Large song storage Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 21. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) KP KA VP CR CS C$ P$ KR CH R$ BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Digital Hub/Ecosystem including iTunes Before AFer Business Model (System) Key Metrics E: Engagement; Experience A: Acquisi9on; Ac9va9on R: Reten9on; Referral; Revenue Apple’s Lean Business Model Canvas for the Classic iPod (2001) Value Proposi,on Fitness: Valida&on of Customer Growth Engine q Big/clunky music players q Complex: difficult to use q Small song storage q Ultra-‐portable digital music player q Simple: easy to use q Large song storage Listen to music (at home/work/outdoors) Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 22. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) KP KA VP “A Thousand Songs in Your Pocket” Seamless Music XP iPod Hardware CR CS C$ P$ KR CH R$ BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Digital Hub/Ecosystem including iTunes Before AFer Business Model (System) Key Metrics E: Engagement; Experience A: Acquisi9on; Ac9va9on R: Reten9on; Referral; Revenue Apple’s Lean Business Model Canvas for the Classic iPod (2001) Value Proposi,on Fitness: Valida&on of Customer Growth Engine q Big/clunky music players q Complex: difficult to use q Small song storage q Ultra-‐portable digital music player q Simple: easy to use q Large song storage Listen to music (at home/work/outdoors) Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 23. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) KP KA VP “A Thousand Songs in Your Pocket” Seamless Music XP iPod Hardware CR Online/Face-‐ to-‐Face; Lock-‐in CS Luxury Spoeer: Listen to music everywhere C$ P$ KR CH Apple.com; Big Retailer/ iTunes Store; Retail stores R$ BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Digital Hub/Ecosystem including iTunes Before AFer Business Model (System) Key Metrics E: Engagement; Experience A: Acquisi9on; Ac9va9on R: Reten9on; Referral; Revenue Apple’s Lean Business Model Canvas for the Classic iPod (2001) Product – Market Feasibility: Valida&on of Customer Growth Engine q Big/clunky music players q Complex: difficult to use q Small song storage q Ultra-‐portable digital music player q Simple: easy to use q Large song storage Listen to music (at home/work/outdoors) Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 24. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) KP KA VP “A Thousand Songs in Your Pocket” Seamless Music XP iPod Hardware CR Online/Face-‐ to-‐Face; Lock-‐in CS Luxury Spoeer: Listen to music everywhere C$ q Staff/Employees q Manufacturing/ Infra’ q Marke9ng & Sales P$ q High Profit Margin q Extraordinary Profit q Luxury Spot Strategy q Pain: Low q Delight: High q Value: High KR CH Apple.com; Big Retailer/ iTunes Store; Retail stores R$ q iPod Hardware q iTunes q Commissions BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Digital Hub/Ecosystem including iTunes Before AFer Business Model (System) Key Metrics E: Engagement; Experience A: Acquisi9on; Ac9va9on R: Reten9on; Referral; Revenue q Big/clunky music players q Complex: difficult to use q Small song storage q Ultra-‐portable digital music player q Simple: easy to use q Large song storage Listen to music (at home/work/outdoors) Apple’s Lean Business Model Canvas for the Classic iPod (2001) Revenue Model Feasibility: Valida&on of Value Engine Job To Get Done/Experience (Journey: Strategy/Execu9on)
- 25. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluRon Gain: (Un)Known Business Model Business Model VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) KP q Record companies q Original Equipment Manufactu-‐ rers KA q Hardware/ Sokware Design q Marke9ng & Sales VP “A Thousand Songs in Your Pocket” Seamless Music XP iPod Hardware CR Online/Face-‐ to-‐Face; Lock-‐in CS Luxury Spoeer: Listen to music everywhere C$ q Staff/Employees q Manufacturing/ Infra’ q Marke9ng & Sales P$ q High Profit Margin q Extraordinary Profit q Luxury Spot Strategy q Pain: Low q Delight: High q Value: High KR q Staff/Employees q Brand/Culture q IP q Infrastructure: IT CH Apple.com; Big Retailer/ iTunes Store; Retail stores R$ q iPod Hardware q iTunes q Commissions BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Digital Hub/Ecosystem including iTunes Before AFer Business Model (System) Key Metrics E: Engagement; Experience A: Acquisi9on; Ac9va9on R: Reten9on; Referral; Revenue q Big/clunky music players q Complex: difficult to use q Small song storage q Ultra-‐portable digital music player q Simple: easy to use q Large song storage Listen to music (at home/work/outdoors) Apple’s Lean Business Model Canvas for the Classic iPod (2001) Resource-‐Based Feasibility: Valida&on of Enterprise Engine Job To Get Done/Experience (Journey: Strategy/Execu9on)