The Global Value Chain (VC) Map is the most versatile tool in business strategy and innovation. The Global VC Map can be used for visually summarizing Michael Porter's Five Forces and Value Chain as well as for managing business performance as in the Kaplan & Norton's Balanced Scorecard. The Global VC Map can also be used for analyzing and designing business (Six Sigma) processes as well as innovative business models. As a scalable tool, the Global VC map can be used to map the business model of an enterprise, industry/sector, and economy.

1. ITENNE: ENVIRONMENT P: PROCESSES
S: SUPPLIERS/MATERIALS
R: RETAILERS/DISTRIBUTORS/
CHANNELS
O: OUTPUTS (PRODUCT/
SERVICE)
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE
GLOBAL VALUE CHAIN:
OUTCOMES/GOALS
 Customer Value Proposition (Job)
 Business Value = Revenue/Cost
 Customer Value (Experience) =
Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
C: CUSTOMERS/CONSUMERS &
RELATIONSHIPS
GLOBAL VALUE CHAIN MAP: Template for a Business System
Zoomable Elements of a Value Chain or Business Model: “SEMPORCE”
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

2. ITENNE: ENVIRONMENT/INVESTOR
 Revenue (Sales)
 Cash Burn Rate
 Month of Cash Left
 Time to Cash Flow-Breakeven
 Contribution Margin
P: PROCESSES
 Cycle Time for Pivots/Prototyping/
Versioning/Product Releases
 Average Time to First Order
 Average Time to Follow-on Order
 Customer Feedback/Voice
S: SUPPLIERS/MATERIALS
R: RETAILERS/DISTRIBUTORS/
CHANNELS
 Advertising Expenses
 Viral Coefficient
O: OUTPUTS (PRODUCT/
SERVICE)
 No. of Minimum Viable Products
 No. of Prototypes/Releases
 Average Size Order
 Average Selling Price per Order
 Web Page/Site: Total Visits;
Total Page Views
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE
 Agile/Lean (‘Small’) Teams
 Lessons Learned/Insights
 No. of Experiments/Interviews
 Effectiveness/Proficiency of
Sale Person
 Revenue per Sale Person
GLOBAL VALUE CHAIN
DASHBOARD
OUTCOMES/GOALS:
 Customer Value Proposition
 Business Value = Revenue/Cost
 Customer Value (Experience) =
Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
C: CUSTOMERS/CONSUMERS &
RELATIONSHIPS
 No. of Prospects/Registrations
 No. of Customers/Referrals
 Cost per Acquisition (Paid/Net)
 Customer Lifetime Value
 Customer Loyalty/Retention:
Net Promoter Score (NPS)
GLOBAL VALUE CHAIN DASHBOARD: Example (Startup)
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

3. ITENNE: ENVIRONMENT/INVESTOR
ATTRACTIVENESS
NEW ENTRANTS – Entry Barriers/Moves
 Segments; scale; Brand identity;
Capital; Switching cost; Distr.; Gov Policy
COMPETITORS – Exit Barriers/Moves
 Segments; Growth; Fixed costs, etc.
P: PROCESSES ATTRACTIVENESS
• Strategic/Branding/HR Management
• Operational/Technology Management
• Procurement/Marketing-Sales/Finance
• Design/Inbound & Outbound Logistics
• Core Competencies/Co-creation
S: SUPPLIERS/MATERIALS
ATTRACTIVENESS
 Segments: Trade-offs; Switching cost
 Volume; Differentiation of inputs
 Presence of substitute inputs
 Threat of forward/backward linkages
 Cost relative to purchase in industry
R: RETAILERS/DISTRIBUTORS/
CHANNELS ATTRACTIVENESS
O: OUTPUTS (PRODUCT/
SERVICE) ATTRACTIVENESS
 Segments: Trade-offs; Switching costs
 Function; Relative price perf. of
substitute product/service; Margins
 Propensity for substitute product/
service; Experience factors; Scalability
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE ATTRACTIVENESS
GLOBAL VALUE CHAIN
ATTRACTIVENESS:
OUTCOMES/GOALS
 Customer Value Proposition (Job)
 Business Value = Revenue/Cost
 Customer Value (Experience) =
Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/
FACILITY ATTRACTIVENESS
C: CUSTOMERS/CONSUMERS &
RELATIONSHIPS ATTRACTIVENESS
 Segments: Trade-offs; Switching costs
 Volume; Input; Incentives; Linkages
 Substitute products; Prod. differences
 Information; Quality/Perf./Access
 Price sensitivity; Price/Total Purchase
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GLOBAL VALUE CHAIN ATTRACTIVENESS
Competitive Advantage Factors at Level of Enterprise, Sector, and Industry

4. HYPOTHESES PROBLEMS/
PAIN
(WEAKNESS-
ES/THREATS)
GOALS/Objectives/
Strategies/Tactics/
Initiatives/
Projects
Key Metrics/
Performance
Indicators/
Targets
Business Experiences (Impacts)
Description of BUSINESS/
GLOBAL VALUE CHAIN
Delight
(Revenue)
Pain
(Cost)
S: Suppliers
E: Employees/
Knowledge Assets
M: Machinery/
Infrastructure
P: Processes
O: Outputs
(Product/Service)
R: Retailers/
Distributors/
Channels
C: Consumers/
Customers
E: Environment
VALUE CHAIN
(“SEMPORCE”)
BUSINESS
ECOSYSTEM
Customer Value Proposition (Job To Be Done): BUSINESS VALUE
(PROFIT MARGIN)
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
BUSINESS MODEL PLAN: Template
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing