The document provides guidance on mapping out the key elements of a service using Melt, an innovation tool. It involves identifying the material and immaterial effects and resources provided by the service, as well as the needs of stakeholders that the service aims to meet. The user is guided through adding their specific service or brand and describing what it offers customers, both tangibly and intangibly, and how the offering meets customer needs.
Disruption ball is a prediction tool for managers and thinkers. It is in its early stages. Please help me to make it work! Download the presentation, test the idea for your business and create questions that work for you. All is shared and free.
To create your own questions, go to https://docs.google.com/spreadsheets/d/1eUDY3x2_PXF17u9AZRV3EZQVRHEjJ3HfRtOmUzio4zg/edit?usp=sharing
Innovation Labs und Corporate Acceleratoren im Innovations-DilemmaManuel Funk
Â
- Strategien zur Ăśberwindung des Innovations-Dilemmas
- Wissenschaftliche Studie: Zielsetzung und Aufstellung der Innovation Center
etablierter Unternehmen
- Strategisches Lösungsframework
English Version: bit.ly/1oBpRhI
The Innovator´s Dilemma of Innovation Labs and Corporate AcceleratorsManuel Funk
Â
- Understanding the Innovator´s Dilemma of Innovation Labs and Corporate Accelerators
- Research and scientific analysis of Corporate Innovation Centers
- Triple Transformation, a strategic framework for corporations to manage disruptive technologies
Disruption ball is a prediction tool for managers and thinkers. It is in its early stages. Please help me to make it work! Download the presentation, test the idea for your business and create questions that work for you. All is shared and free.
To create your own questions, go to https://docs.google.com/spreadsheets/d/1eUDY3x2_PXF17u9AZRV3EZQVRHEjJ3HfRtOmUzio4zg/edit?usp=sharing
Innovation Labs und Corporate Acceleratoren im Innovations-DilemmaManuel Funk
Â
- Strategien zur Ăśberwindung des Innovations-Dilemmas
- Wissenschaftliche Studie: Zielsetzung und Aufstellung der Innovation Center
etablierter Unternehmen
- Strategisches Lösungsframework
English Version: bit.ly/1oBpRhI
The Innovator´s Dilemma of Innovation Labs and Corporate AcceleratorsManuel Funk
Â
- Understanding the Innovator´s Dilemma of Innovation Labs and Corporate Accelerators
- Research and scientific analysis of Corporate Innovation Centers
- Triple Transformation, a strategic framework for corporations to manage disruptive technologies
Co-creation is an integral part of service design and is shaping the way we design services in the future. Not only does it activate dialogue, but effectively brings people together to work towards a common goal by working collaboratively. One of the best parts of the Service Design process is facilitating and creating that platform for collaboration. There are countless tools out there available to map experiences, describe paths and journeys, but what we needed was a tool to explore, play freely and in an open environment. With this in mind, Digitalist created the “Service Sandbox”, and as a starting package set, we focused the building blocks on the smart living and smart citizen experiences. Next packages are differentiating in physical and virtual context as it specific set of intelligent appliances.
The Service Sandbox makes concepts tangible and physically interactive. The Service Sandbox includes a great number of necessary building blocks to create the level of engagement and shared understanding of the service value to the end-customer as well the understanding of its complexity.
While many recent reports speak about the negative impact AI and work, our presentation introduces the idea and vision of the future of AI as a complementary force that improves all areas of human activity. The deck also gives an overview of Sherpa.AI's conversational AI platform as a potential driving force of that integration.
Presenter: Lang Richardson, CEO, Lifejoin
The need for Business design to underpin strategic and operational agility Craig Martin
Â
Talk given at the business architecture Master Series in Sydney October 2019.
Agility is here to stay. But dig a little deeper and you will see that fundamental strategic, structural and cultural issues exist that often prevent success within large organizations. Some organizations have learnt the hard way when it comes to the missing pieces of the puzzle around organizational agility.
I was recently asked by a new-ways-of-working team to help them apply business design to create the target operating model needed to enable structural, operational and strategic agility. Is this the secret sauce that’s been missing in the agility conversations?
In this talk I’ll discuss the broader issues around agility when creating the adaptive and fast learning organization. And discuss the "secret sauce" that is missing when it comes to business heuristics and patterns.
I will also look at the areas where agility is succeeding and failing and discuss the need for multi-disciplinary architects that can help with the transition across strategic, business and delivery lenses.
PS - this is a presentation pack. I dont put everything I talk to into a slide. Some of these slides will therefore lack some context for you. Next time I'll record the talk and you can hopefully catch the story around the slides.
Publishing Technology Exectuive Exchange Dec 2012, R. Petway: Futuristic View...Publishing Technology
Â
At Publishing Technology's Fall 2012 Executive Exchange customer event, COO Randy Petway presents his view of the future of the publishing industry, including new realities such as the shift to mobile, the shift to social, their influence on behavior and corresponding opportunities and threats.
Flow of Competence in UX Design Practicecolin gray
Â
UX and design culture are beginning to dominate corporate priorities, but despite the current hype there is often a disconnect between the organizational efficiencies desired by executives and the knowledge of how UX can or should address these issues. This exploratory study addresses this space by reframing the concept of competence in UX to include the flow of competence between individual designers and the companies in which they work. Our reframing resulted in a preliminary schema based on interviews conducted with six design practitioners, which allows this flow to be traced in a performative way on the part of individuals and groups over time. We then trace this flow of individual and organizational competence through three case studies of UX adoption. Opportunities for use of this preliminary schema as a generative, rhetorical tool for HCI researchers to further interrogate UX adoption are considered, including accounting for factors that affect adoption.
Scottrade and Understanding the Customer Journey: When Segmentation Isn’t EnoughEffective
Â
Presented at Engagement & Experience Expo 2014 by:
• Gina Bhawalkar, assistant vice president of user experience and accessibility at Scottrade
• Lys Maitland, senior user experience designer at EffectiveUI
By nature, Scottrade, Inc., a leading investing services firm clearly focused on numbers, had ample data and information on its clients from a UX and marketing research standpoint. As the company worked to enhance its strategic vision for client experience and add new services and solutions, company leaders knew they needed to not only bring all of their customer research together, but also fill in some gaps to gain a deeper understanding and get a full picture of its audience – both current clients and potential clients they are looking to attract. Working in close collaboration with user experience agency EffectiveUI, Scottrade embarked on a comprehensive ethnographic study, interviewing 36 people in their own environments to uncover what trading and investing meant to their lives overall, how Scottrade fits into this, the tools they use, where they need guidance or help and how they feel along the way.
Scottrade came away with a better understanding of its clients and what they needed beyond what the company’s segmentation models provided. Scottrade is now actively working to turn what they learned into action and tailoring its tools around its audiences. This session will provide the following tips to customer experience professionals who also want to really know their customers:
• How to start the process of embarking on a large research project, including how to make sure stakeholders are on board
• How to combine ethnographic research with quantitative research for the best understanding
• How to bring participant stories from the research to life for team members who were not involved in the interviews
• How to effectively socialize personas and journey maps throughout an organization
• Using personas and journey maps to drive actual business decisions and initiatives
• Taking the next step in monitoring and addressing the customer pain points uncovered in the journey mapping process
Building Management Rockstar Series: How to Turn Occupants into Your Biggest ...Lucid
Â
iOffice's Elizabeth Dukes and Lucid's Ralf VonSosen share easy-to-understand insights into using building data and technology to conserve energy by keeping occupants satisfied. Not only do they share information they've spent years learning, they also teach how to turn it into action.
How to create best-in-class workplace experiences in 2017ISS Group
Â
Over the years, the “workplace” has become an area where facility managers are able to develop a deeper connection between the organization’s values and stakeholders through a series of shared Facility Management experiences.
Today, creating best-in-class workplace experiences is on the 2017 agenda of every great facility manager and business leader.
But how can you utilize the new generation of Service Management to create the best-in-class workplace experiences for your customers and employees?
Bridging The Gap: How AI Is Transforming Both Customer Experience & Employee ...Richard Harbridge
Â
In the post-pandemic and hybrid world, the importance of effective conversations in both customer experience (CX) and employee experience (EX) has surged.
Historically, voice data has primarily enhanced customer support, but with the integration of advanced recording, transcription, and AI-driven tools, there's a newfound potential to elevate all employee interactions.
AI copilot agents stand at the forefront of this transformation, offering streamlined customer interactions, real-time insights for support agents, and organizational agility. The transition from chat to voice calls presents both an opportunity and a challenge.
While analytics have been a mainstay in , their application in remains largely untapped. This disparity offers organizations a chance to holistically understand operations and create a seamless synergy between CX and EX.
However, the utilization of AI and analytics brings forth challenges, especially concerning data anonymization and de-anonymization in the context of employee data. As privacy norms evolve, organizations must tread carefully, balancing the promise of AI with ethical considerations.
Join industry experts , Chief Executive Officer of and Chief Technology Officer at as they share insights, best practices and lessons learned that can help your organization navigate forward faster with AI.
Co-creation is an integral part of service design and is shaping the way we design services in the future. Not only does it activate dialogue, but effectively brings people together to work towards a common goal by working collaboratively. One of the best parts of the Service Design process is facilitating and creating that platform for collaboration. There are countless tools out there available to map experiences, describe paths and journeys, but what we needed was a tool to explore, play freely and in an open environment. With this in mind, Digitalist created the “Service Sandbox”, and as a starting package set, we focused the building blocks on the smart living and smart citizen experiences. Next packages are differentiating in physical and virtual context as it specific set of intelligent appliances.
The Service Sandbox makes concepts tangible and physically interactive. The Service Sandbox includes a great number of necessary building blocks to create the level of engagement and shared understanding of the service value to the end-customer as well the understanding of its complexity.
While many recent reports speak about the negative impact AI and work, our presentation introduces the idea and vision of the future of AI as a complementary force that improves all areas of human activity. The deck also gives an overview of Sherpa.AI's conversational AI platform as a potential driving force of that integration.
Presenter: Lang Richardson, CEO, Lifejoin
The need for Business design to underpin strategic and operational agility Craig Martin
Â
Talk given at the business architecture Master Series in Sydney October 2019.
Agility is here to stay. But dig a little deeper and you will see that fundamental strategic, structural and cultural issues exist that often prevent success within large organizations. Some organizations have learnt the hard way when it comes to the missing pieces of the puzzle around organizational agility.
I was recently asked by a new-ways-of-working team to help them apply business design to create the target operating model needed to enable structural, operational and strategic agility. Is this the secret sauce that’s been missing in the agility conversations?
In this talk I’ll discuss the broader issues around agility when creating the adaptive and fast learning organization. And discuss the "secret sauce" that is missing when it comes to business heuristics and patterns.
I will also look at the areas where agility is succeeding and failing and discuss the need for multi-disciplinary architects that can help with the transition across strategic, business and delivery lenses.
PS - this is a presentation pack. I dont put everything I talk to into a slide. Some of these slides will therefore lack some context for you. Next time I'll record the talk and you can hopefully catch the story around the slides.
Publishing Technology Exectuive Exchange Dec 2012, R. Petway: Futuristic View...Publishing Technology
Â
At Publishing Technology's Fall 2012 Executive Exchange customer event, COO Randy Petway presents his view of the future of the publishing industry, including new realities such as the shift to mobile, the shift to social, their influence on behavior and corresponding opportunities and threats.
Flow of Competence in UX Design Practicecolin gray
Â
UX and design culture are beginning to dominate corporate priorities, but despite the current hype there is often a disconnect between the organizational efficiencies desired by executives and the knowledge of how UX can or should address these issues. This exploratory study addresses this space by reframing the concept of competence in UX to include the flow of competence between individual designers and the companies in which they work. Our reframing resulted in a preliminary schema based on interviews conducted with six design practitioners, which allows this flow to be traced in a performative way on the part of individuals and groups over time. We then trace this flow of individual and organizational competence through three case studies of UX adoption. Opportunities for use of this preliminary schema as a generative, rhetorical tool for HCI researchers to further interrogate UX adoption are considered, including accounting for factors that affect adoption.
Scottrade and Understanding the Customer Journey: When Segmentation Isn’t EnoughEffective
Â
Presented at Engagement & Experience Expo 2014 by:
• Gina Bhawalkar, assistant vice president of user experience and accessibility at Scottrade
• Lys Maitland, senior user experience designer at EffectiveUI
By nature, Scottrade, Inc., a leading investing services firm clearly focused on numbers, had ample data and information on its clients from a UX and marketing research standpoint. As the company worked to enhance its strategic vision for client experience and add new services and solutions, company leaders knew they needed to not only bring all of their customer research together, but also fill in some gaps to gain a deeper understanding and get a full picture of its audience – both current clients and potential clients they are looking to attract. Working in close collaboration with user experience agency EffectiveUI, Scottrade embarked on a comprehensive ethnographic study, interviewing 36 people in their own environments to uncover what trading and investing meant to their lives overall, how Scottrade fits into this, the tools they use, where they need guidance or help and how they feel along the way.
Scottrade came away with a better understanding of its clients and what they needed beyond what the company’s segmentation models provided. Scottrade is now actively working to turn what they learned into action and tailoring its tools around its audiences. This session will provide the following tips to customer experience professionals who also want to really know their customers:
• How to start the process of embarking on a large research project, including how to make sure stakeholders are on board
• How to combine ethnographic research with quantitative research for the best understanding
• How to bring participant stories from the research to life for team members who were not involved in the interviews
• How to effectively socialize personas and journey maps throughout an organization
• Using personas and journey maps to drive actual business decisions and initiatives
• Taking the next step in monitoring and addressing the customer pain points uncovered in the journey mapping process
Building Management Rockstar Series: How to Turn Occupants into Your Biggest ...Lucid
Â
iOffice's Elizabeth Dukes and Lucid's Ralf VonSosen share easy-to-understand insights into using building data and technology to conserve energy by keeping occupants satisfied. Not only do they share information they've spent years learning, they also teach how to turn it into action.
How to create best-in-class workplace experiences in 2017ISS Group
Â
Over the years, the “workplace” has become an area where facility managers are able to develop a deeper connection between the organization’s values and stakeholders through a series of shared Facility Management experiences.
Today, creating best-in-class workplace experiences is on the 2017 agenda of every great facility manager and business leader.
But how can you utilize the new generation of Service Management to create the best-in-class workplace experiences for your customers and employees?
Bridging The Gap: How AI Is Transforming Both Customer Experience & Employee ...Richard Harbridge
Â
In the post-pandemic and hybrid world, the importance of effective conversations in both customer experience (CX) and employee experience (EX) has surged.
Historically, voice data has primarily enhanced customer support, but with the integration of advanced recording, transcription, and AI-driven tools, there's a newfound potential to elevate all employee interactions.
AI copilot agents stand at the forefront of this transformation, offering streamlined customer interactions, real-time insights for support agents, and organizational agility. The transition from chat to voice calls presents both an opportunity and a challenge.
While analytics have been a mainstay in , their application in remains largely untapped. This disparity offers organizations a chance to holistically understand operations and create a seamless synergy between CX and EX.
However, the utilization of AI and analytics brings forth challenges, especially concerning data anonymization and de-anonymization in the context of employee data. As privacy norms evolve, organizations must tread carefully, balancing the promise of AI with ethical considerations.
Join industry experts , Chief Executive Officer of and Chief Technology Officer at as they share insights, best practices and lessons learned that can help your organization navigate forward faster with AI.
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.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
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RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
Â
Marvin neemt je in deze presentatie mee in de voordelen van non-endemic advertising op retail media netwerken. Hij brengt ook de uitdagingen in beeld die de markt op dit moment heeft op het gebied van retail media voor niet-leveranciers.
Retail media wordt gezien als het nieuwe advertising-medium en ook mediabureaus richten massaal retail media-afdelingen op. Merken die niet in de betreffende winkel liggen staan ook nog niet in de rij om op de retail media netwerken te adverteren. Marvin belicht de uitdagingen die er zijn om echt aansluiting te vinden op die markt van non-endemic advertising.
Improving profitability for small businessBen Wann
Â
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Â
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.
Memorandum Of Association Constitution of Company.pptseri bangash
Â
www.seribangash.com
A Memorandum of Association (MOA) is a legal document that outlines the fundamental principles and objectives upon which a company operates. It serves as the company's charter or constitution and defines the scope of its activities. Here's a detailed note on the MOA:
Contents of Memorandum of Association:
Name Clause: This clause states the name of the company, which should end with words like "Limited" or "Ltd." for a public limited company and "Private Limited" or "Pvt. Ltd." for a private limited company.
https://seribangash.com/article-of-association-is-legal-doc-of-company/
Registered Office Clause: It specifies the location where the company's registered office is situated. This office is where all official communications and notices are sent.
Objective Clause: This clause delineates the main objectives for which the company is formed. It's important to define these objectives clearly, as the company cannot undertake activities beyond those mentioned in this clause.
www.seribangash.com
Liability Clause: It outlines the extent of liability of the company's members. In the case of companies limited by shares, the liability of members is limited to the amount unpaid on their shares. For companies limited by guarantee, members' liability is limited to the amount they undertake to contribute if the company is wound up.
https://seribangash.com/promotors-is-person-conceived-formation-company/
Capital Clause: This clause specifies the authorized capital of the company, i.e., the maximum amount of share capital the company is authorized to issue. It also mentions the division of this capital into shares and their respective nominal value.
Association Clause: It simply states that the subscribers wish to form a company and agree to become members of it, in accordance with the terms of the MOA.
Importance of Memorandum of Association:
Legal Requirement: The MOA is a legal requirement for the formation of a company. It must be filed with the Registrar of Companies during the incorporation process.
Constitutional Document: It serves as the company's constitutional document, defining its scope, powers, and limitations.
Protection of Members: It protects the interests of the company's members by clearly defining the objectives and limiting their liability.
External Communication: It provides clarity to external parties, such as investors, creditors, and regulatory authorities, regarding the company's objectives and powers.
https://seribangash.com/difference-public-and-private-company-law/
Binding Authority: The company and its members are bound by the provisions of the MOA. Any action taken beyond its scope may be considered ultra vires (beyond the powers) of the company and therefore void.
Amendment of MOA:
While the MOA lays down the company's fundamental principles, it is not entirely immutable. It can be amended, but only under specific circumstances and in compliance with legal procedures. Amendments typically require shareholder
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
Â
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
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It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
1. melt
frame
Themostversatile
innovationtoolaround!
COURSE #1 THE BASICS
MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
SUPER SIMPLE GUIDE
3. MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
ADD YOUR
SERVICE HERE
Just the name of your
service or brand.
Simple as that.
1 2 3 4 5
6 7 8 9
4. MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
WHAT DOES IT
DO FOR THE
CUSTOMER?
Write down the tangible stuff.
Skateboard shop, for
example, offers skateboards
and a place to hang out.
1 2 3 4 5
6 7 8 9
5. MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
WHAT
IMMATERIAL
DOES IT DELIVER?
How does it make people
feel? Does it provide them
with knowledge or does it
support their creativity or
sense of belonging?
1 2 3 4 5
6 7 8 9
6. MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
CUSTOMER’S
IMMATERIAL
NEEDS
List all relevant needs.
Do people seek excitement?
What are their emotional
needs? Are they looking for
social status?
MATERIAL
NEEDS
DOES YOUR
OFFERING MEET
PEOPLES’ NEEDS?
If yes, great!
If not, go back a few steps.
What physical
needs do they have?
1 2 3 4 5
6 7 8 9
7. MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
FEATURES,
PROCESSES AND
PARTNERS THAT
MAKE IT HAPPEN
List the components of your
business that create the effects.
They can be produced by you or
someone in your ecosystem.
1 2 3 4 5
6 7 8 9
8. MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
List material stuff that
would be a great asset for
your service: Objects,
actions, places, people…
1 2 3 4 5
6 7 8 9
MATERIAL THAT
SURROUNDS YOU
9. MATERIAL THAT
SURROUNDS YOU
WHAT YOU CAN USE
PROCESSES AND
FEATURES THAT
PULL THEM TO
YOUR SERVICE MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
What elements can you melt
into your service?
And what makes it happen?
E.g. place transforms into
location data with
a mobile phone+app.
1 2 3 4 5
6 7 8 9
10. MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
List all immaterial that is
relevant to your business. 

For example, a customer’s
experience and passion, 

connections, knowledge,
altruism, social status,
creativity…
IMMATERIAL
ELEMENTS THAT
SURROUND YOU
1 2 3 4 5
6 7 8 9
11. ELEMENTS
YOU CAN USE
PROCESSES AND
FEATURES THAT
PULL THEM TO
YOUR SERVICE MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
What elements can you melt
into your service?
And what features and
partnerships accomplish that?
IMMATERIAL
ELEMENTS THAT
SURROUND YOU
1 2 3 4 5
6 7 8 9
13. THIS IS
YOUR VALUE
PROPOSITION
WHAT IMMATERIAL
DO YOUR CUSTOMERS
NEED?
WHAT IMMATERIAL 

DO YOU PROVIDE?
MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
WHAT MATERIAL DO
YOUR CUSTOMERS NEED?
WHAT MATERIAL 

DO YOU PROVIDE?
OUR SERVICE
ANSWERS THE
NEED FOR…
1 2 3 4 5
6 7 8 9
14. WHAT IMMATERIAL
SURROUNDS YOU?
WHAT IMMATERIAL
CAN YOU USE?
WHAT MATERIAL
SURROUNDS YOU?
WHAT MATERIAL
CAN YOU USE?
MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
1 2 3 4 5
6 7 8 9
THESE
ARE YOUR
RESOURCES
WE CAN
USE…
15. MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
AND THIS
IS WHAT
YOU DO
1 2 3 4 5
6 7 8 9
WHAT CREATES
THE VALUE FOR
YOUR CUSTOMER?
WHAT LINKS THE
RESOURCES TO
YOUR SERVICE?
MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
OUR KEY
FEATURES ARE…
16. MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
1
2
3
4
5
6
7
8
9
4
isa KEY FEATURE/PROCESS
Ourservice, NAME OF SERVICE
5
Ithelps DEFINED AUDIENCE
SOLVE A PROBLEM / ANSWER A NEED
WHAT IS SO UNIQUE ABOUT IT?
Ituses INNOVATIVE FEATURES OR PROCESSES
UTILISE OR COMBINE RESOURCES
to
EFFECT
producing
ELEVATOR PITCH
1
.
4
.
7 9
86
2 3
.
www.themeltframe.com
17. MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
1
2
3
4
5
6
7
8
9
4
isa
Ourservice,
Ithelps
WHAT IS SO UNIQUE ABOUT IT?
Ituses
to
producing
ELEVATOR PITCH
.
.
.
THE MELT FRAME
VISUAL THINKING TOOLSET
INNOVATORS
COMMUNICATE THEIR IDEAS
SIMPLE INTUITIVE PATTERNS
MAKE THINKING TANGIBLE
A SHARED INNOVATION LANGUAGE
www.themeltframe.com
18. MAP YOUR SERVICE USING THE MELT FRAME
DOWNLOAD YOUR
FREE MELT FRAME
BUY A HUGE
WORKSHOP POSTER
Goto
www.
themeltframe
.com
formore
information
19. MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)
COURSE #2
ECOSYSTEM ROLES
COURSE #3
NEW RESOURCES
COURSE #4
COMMUNITY
WHAT NEXT?
Stuck in a shrinking
role in your
customer’s life?
Why not leap into 

a new role!
What could your
customers do for you?
What data could we
combine with our
service?
What would inspire
people to start
buzzing around your
service?
20. WWW.THEMELTFRAME.COM
MATERIAL
EFFECTS
Material elements
produced by your service.
MATERIAL
RESOURCES
MELT ECOSYSTEM
Assets you can combine
with your service.
IMMATERIAL
RESOURCES
Assets you can combine
with your service.
IMMATERIAL
EFFECTS
Immaterial elements
produced by your service.
MATERIAL
NEEDS
MATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
E.g. People, Objects, Actions, Places...
Material elements your
stakeholders need.
IMMATERIAL
NEEDS
Immaterial elements
your stakeholders need.
IMMATERIAL
SURROUNDINGS
Assets you would like to combine
with your service.
Features and partnerships that
transform material elements into
resources and combine them with
your service.
Features and
partnerships that
produce the
material effect.
Do the effects
match the
needs?
Do the
effects match
the needs?
Features and
partnerships
that produce the
immaterial effect.
Features and partnerships that
transform immaterial elements into
resources and combine them with
your service.
E.g.Emotions,Com
petence,K
now
ledge, Authority, Intelligence, Imagination, Talent, Insight, Loyalty, Creativity... E.g. Emotions, Fame, Enjoyment, Sense of freedom, Sense of belonging, Sense
of co
m
m
unity,Recognition,Admiration,Curiosity…
E.g. Objects, Actions, Places, Change of current status…
Service
(or brand)