“Profit is the oxygen of a business.”
How would you classify your profit model? How would you improve or innovate on it?
If you are asking the above questions, you are thinking about Profit Model Innovation (PMI). The current focus is on business model innovation. However, for established businesses the Profit Model poses the greatest risk to the existence of the business.
This presentation presents an industry-based classification system for profit models. The Profit Model Classification System (PMCS) can be used to visually organize and classify profit models in the past, present, and future. The PMCS would save you considerable time and energy when formulating, testing, and managing prototypes of profit models.
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
Global Enterprise Model (GEM) Canvas for the GOOGLE GLASS Startup: Will Custo...Rod King, Ph.D.
According to some Analysts, Google Glass – which currently is a prototype of a wearable (head-mounted) computer – could earn Google about $10 billion in 3 years, that is, over $3 billion a year! Buzz about Google Glass has dominated the technosphere and social media over the past few weeks. However, the Google-Glass Startup has not yet answered the Billion Dollar Question (BDQ): Will customers MASSIVELY adopt or reject Google Glass?
Opinions are split regarding answers to Google’s BDQ. Some people say that Google Glass will be like Dean Kamen’s Segway transporter: technologically brilliant but poorly adopted. Others say that Google Glass will open a “Blue Ocean” of opportunities in wearable (ubiquitous) computing while generating billions of dollars in revenue. So, who is right?
This presentation applies the tool of the GEM Canvas to the Google Glass project. The GEM Canvas provides a visual framework for collaboratively, systematically, and scientifically answering Google’s Billion Dollar Question: Will customers massively adopt or reject Google Glass? In other words, the GEM Canvas could be used to iteratively test the hypothesis of “Will customers massively adopt the Google Glass?”
It’s important to note that the GEM Canvas provides a nested diagram to which any and all tools of business planning, design, and innovation can be applied. The GEM Canvas also offers a common visual language for illustrating the evolution and improvement of disruptive business models which by definition operate under conditions of great uncertainty. Finally, the GEM Canvas for Google Glass facilitates an open case study on business model design and innovation.
So, what’s your take: Will customers MASSIVELY adopt or reject Google Glass?
Monetizing Insights with Experiential CommerceAcquia
Organizations are used to engaging their customers through the dated concept of a linear conversion funnel and struggle to offer contextual experiences that minimize the opportunities for attrition in today’s connected world. With experience management solutions powered by Drupal such as Acquia Lift and Journey, you can orchestrate personalized interactions that target users with segmented content, while also leveraging Google Analytics to ensure the bespoke engagement offered is based on user behavior.
The true power of these hyper-focused experiences can be fully unlocked for your organization when transactional offers are surfaced seamlessly at the right point of the customer journey via Elastic Path, the most robust API-based commerce system.
In this webinar you’ll learn:
- How to offer relevant, orchestrated journeys so the moment of conversion doesn’t represent a departure from or conclusion of the experience, but rather a segway to deeper engagement
- How analytics and a single view of cross-channel transactions can shape hyper-focused experiences
- How API-based commerce powered by Elastic Path can interact with Acquia solutions to embed monetization opportunities in customer experiences
- How sectors like industrial manufacturing, healthcare and consumer services take advantage of this experiential paradigm
150 Business models and graphics for your business presentations.
Content:
Powerpoint, presentations, business, slides, diagrams, charts, Break-even, Financing Life Cycle, Economies of Scale, Elasticity, Sales Cycles Market Potential, Portfolio Matrix, Product Model, Four P's, Push/Pull Strategy, Marketing Mix, PDCA Cycle, SWOT, Value Chain, Ansoff Matrix, BCG Matrix, 7-S Modell, Core Competencies, GE Business Screen, Nine Cell Industry Risk/Reward Diagram, Porter's Five Forces, Industry Competition, Generic Strategies, Geobusiness Modell, Porter's Diamond, Matrix Design, PIMS, Leavitt's Diamond, Belbin's Team Roles, Theory X/Y, Maslow's Hierarchy, Herberg's Theory, Cultural Web, Pareto Curve, CIM Concept, Value Drivers
Download these diagrams on
http://www.drawpack.com
(try our free membership offer)
Digital Business Models I Best Practices I NuggetHubRichardNowack
What new business models are made possible by digitization? Digital business models are based on connected service and digital platforms. In this business best practice slide deck you learn how to develop, prototype and implement digital business models based on platforms and connected services.
We provide you with the following best practices:
- Introduction
- Digital Platforms, Strategies and Services
- Operating Models
- MVPs and Prototyping
- Platform Design
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
Global Enterprise Model (GEM) Canvas for the GOOGLE GLASS Startup: Will Custo...Rod King, Ph.D.
According to some Analysts, Google Glass – which currently is a prototype of a wearable (head-mounted) computer – could earn Google about $10 billion in 3 years, that is, over $3 billion a year! Buzz about Google Glass has dominated the technosphere and social media over the past few weeks. However, the Google-Glass Startup has not yet answered the Billion Dollar Question (BDQ): Will customers MASSIVELY adopt or reject Google Glass?
Opinions are split regarding answers to Google’s BDQ. Some people say that Google Glass will be like Dean Kamen’s Segway transporter: technologically brilliant but poorly adopted. Others say that Google Glass will open a “Blue Ocean” of opportunities in wearable (ubiquitous) computing while generating billions of dollars in revenue. So, who is right?
This presentation applies the tool of the GEM Canvas to the Google Glass project. The GEM Canvas provides a visual framework for collaboratively, systematically, and scientifically answering Google’s Billion Dollar Question: Will customers massively adopt or reject Google Glass? In other words, the GEM Canvas could be used to iteratively test the hypothesis of “Will customers massively adopt the Google Glass?”
It’s important to note that the GEM Canvas provides a nested diagram to which any and all tools of business planning, design, and innovation can be applied. The GEM Canvas also offers a common visual language for illustrating the evolution and improvement of disruptive business models which by definition operate under conditions of great uncertainty. Finally, the GEM Canvas for Google Glass facilitates an open case study on business model design and innovation.
So, what’s your take: Will customers MASSIVELY adopt or reject Google Glass?
Monetizing Insights with Experiential CommerceAcquia
Organizations are used to engaging their customers through the dated concept of a linear conversion funnel and struggle to offer contextual experiences that minimize the opportunities for attrition in today’s connected world. With experience management solutions powered by Drupal such as Acquia Lift and Journey, you can orchestrate personalized interactions that target users with segmented content, while also leveraging Google Analytics to ensure the bespoke engagement offered is based on user behavior.
The true power of these hyper-focused experiences can be fully unlocked for your organization when transactional offers are surfaced seamlessly at the right point of the customer journey via Elastic Path, the most robust API-based commerce system.
In this webinar you’ll learn:
- How to offer relevant, orchestrated journeys so the moment of conversion doesn’t represent a departure from or conclusion of the experience, but rather a segway to deeper engagement
- How analytics and a single view of cross-channel transactions can shape hyper-focused experiences
- How API-based commerce powered by Elastic Path can interact with Acquia solutions to embed monetization opportunities in customer experiences
- How sectors like industrial manufacturing, healthcare and consumer services take advantage of this experiential paradigm
150 Business models and graphics for your business presentations.
Content:
Powerpoint, presentations, business, slides, diagrams, charts, Break-even, Financing Life Cycle, Economies of Scale, Elasticity, Sales Cycles Market Potential, Portfolio Matrix, Product Model, Four P's, Push/Pull Strategy, Marketing Mix, PDCA Cycle, SWOT, Value Chain, Ansoff Matrix, BCG Matrix, 7-S Modell, Core Competencies, GE Business Screen, Nine Cell Industry Risk/Reward Diagram, Porter's Five Forces, Industry Competition, Generic Strategies, Geobusiness Modell, Porter's Diamond, Matrix Design, PIMS, Leavitt's Diamond, Belbin's Team Roles, Theory X/Y, Maslow's Hierarchy, Herberg's Theory, Cultural Web, Pareto Curve, CIM Concept, Value Drivers
Download these diagrams on
http://www.drawpack.com
(try our free membership offer)
Digital Business Models I Best Practices I NuggetHubRichardNowack
What new business models are made possible by digitization? Digital business models are based on connected service and digital platforms. In this business best practice slide deck you learn how to develop, prototype and implement digital business models based on platforms and connected services.
We provide you with the following best practices:
- Introduction
- Digital Platforms, Strategies and Services
- Operating Models
- MVPs and Prototyping
- Platform Design
Reshaping ecosystem of digital transformation_IAB Interact 2019_sobieszekKrzysztof Sobieszek
As a digital advertising industry, over the last 20 years we went a very long and successful road of embedding digital media into business landscape. It has provided constant growth to the whole value chain. Now, digitalisation is a must, unquestionably. Moreover, it’s now spreading far behind marketing and advertising. Digital transformation as vast multidimensional and cross-siloed process gained great interest of almost every CEO. Environment and opportunities have therefore changed. Does our business models? Will our successful strategy of developing internet as a medium will still be enough? What’s the actual value digital industry provides? What are our unmonetized assets of different stakeholders? What are the possible scenarios for growth? These are questions I want to address with my presentation.
Spinning Data Into Gold: How to “weaponize” data to de-risk and grow your bus...Max Connect Marketing
Most businesses now face the same difficult questions - how to cut costs without killing the business, how to make marketing dollars go further, and how to find growth opportunities while most other businesses are shrinking. Analytics expert, Tim Kapp, will talk about how companies of every size should be “weaponizing” data to de-risk and grow their business during a downturn. We’ll cover customer retention, improved campaign targeting, cost-cutting through process mining, and how to build data expertise without breaking the bank.
ITCamp 2019 - Andy Cross - Business Outcomes from AIITCamp
Andy Cross, Director of Elastacloud, Microsoft Regional Director, Azure MVP and all round good guy, gives a session on how to successfully build or transform a business using AI technologies.
Over the last years, Elastacloud have delivered analytics projects to a variety of customers. The greatest challenges around AI are both technical and organisational. The existing landscape of process and strategy doesn't solve these challenges in combination, and the gap between causes friction and the failure of AI projects.
When modelling the outcome of actions that were informed by AI, possibly enacted by AI, the standard risk modelling approaches need to be transformed to include a factor that can change over time to represent the effectiveness of the AI solutions. Given that we should accept errors as part of the AI solution, and that errors are reinforcing of better future decisions, we need to project risk as a decreasing vector over time.
BCG-Business Model Strip: Rapidly Manage PROFIT IMPROVEMENT AND INNOVATION MO...Rod King, Ph.D.
Today, organizations must manage for profit improvement as well as profit innovation in order to achieve sustainable competitive advantage. The BCG-Business Model Strip, which uses components of a BCG-Business Model, provides a holistic and versatile tool for improving and innovating on profit models. Unlike in business model visualization tools like the Business Model Canvas and Lean Canvas, the BCG-Business Model Strip provides a comprehensive framework for discovering Big Urgent Market Problems (BUMPs) in an environment, developing a relevant business strategy and business model that can be tested and validated.
Simple Business Model Classification System: Business Model Pipes, Valleys, a...Rod King, Ph.D.
"There are three business model shapes in every industry on the planet." Rod King
***
Millions of businesses and myriad business models exist in the world. However, every business or business model has one of three business model shapes: pipe, valley, or diamond. The graphic above presents a simple business model classification system that is based on the three shapes of business models: pipes, valleys, and diamonds. Every business model platform has the shape of either a valley or a diamond.
DigiX is a full-service, integrated, marketing agency. We provide strategic thinking and creative execution across brand, creative events, brand activation & sampling, digital marketing, advertising, and trade marketing.
We work with world-class brands to help brand owners achieve their strategic marketing objectives across a broad range of interests.
Our key competitive advantages:
+ Strategic thinking and Creative.
+ One-stop-shop service
+ Reliable execution
+ Nationwide operations
We are fluent in brand, engagement and integration. Our team is knowledgeable, tenacious, and passionate professionals understand how to create memorable message and change consumer behavior in your brand’s favor.
Antti Ujainen, co-founder and CEO of SBD, kicks off the Marketing Automation Unplugged-event which was held on February 5th 2015. In his presentation, Antti describes the problems that marketing automation can solve, presenting a triangle framework which consists of your brand, your customer and the media through which you communicate with your customers. He also has the low-down on media consumption in this day and age and suggests that marketing and sales need to communicate in a more streamlined fashion. Towards the end he suggests a couple of frameworks for succeeding in implementing a marketing automation system and presents a couple of cases in which SBD have successfully solved their clients' problems.
Improve Your Club's Competitive Ability - From IHRSA 2016Bryan K. O'Rourke
Bryan O'Rourke shares his views on how to improve fitness facility's competitive abilities through a variety of tools. Specific examples are included with references to powerful tools that anyone can use. Presented at IHRSA 2016.
Future of advertising: Agency as a platformAjinkya Pawar
Advertising is dead. Long live Advertising.
Advertising agency business model as we know it, is dead. Dwindling margins, frequent pitches, FB, Google & consultancies stealing growth from WPP, Publicis and other holding companies... The business is obviously broken.
Here's my idea to fix it.
Earlier, I had written about this idea here - https://truthaboutbranding.com/2016/12/14/the-advertising-agencies-of-future-will-be-open-sourced/
for which I won the WPP Atticus Award 2016.
VisionaryD's Business Model Canvas: Proposed Freemium, Multisided Business Mo...Rod King, Ph.D.
Today’s global marketplace is looking more and more like a battlefield. Like in a battlefield, today’s global marketplace is characterized by VUCA: Volatility; Uncertainty; Complexity; Ambiguity. To survive and prosper in today’s global marketplace, organizations must have business model agility, that is, the ability to rapidly sense and effectively respond to opportunities and threats. However, there is a serious constraint to achieving business model agility: LONG DELAYS IN ACCESSING RELEVANT BUSINESS INFORMATION.
Search engines such as Google, Bing, and Yahoo Search do not provide useful information on business models; search engine results are not organized according to the structure of a business model. Also, a lot of business information is fragmented, unorganized, and exists in silos. Whenever business information managers such as business planners, strategists, and business model innovators need information especially with regard to markets, industries, and trends, they spend an inordinate amount of time trying to collect information. Often times, the information is obsolete by the time that data collection is completed. Consequently, many organizations – both small and large – are struggling to survive and prosper in a VUCA world. Dead organizations such Kodak, Borders, and Blockbusters suffered from business model rigidity.
VisionaryD is a Business Information Search Engine (BISE) that resolves the problem of inadequate access to business information. As a collaboration (“crowdsourced”) platform that uses a question-and-answer format to collaboratively collect business information, the mission of VisionaryD is to offer a one-stop website that features past, present, and future business models for every organization on the planet 24x7. VisionaryD would act as a Business Information Search Engine that helps organizations to collaboratively develop business models that better sense and respond to changes in markets, industries, society, and the environment.
The proposed business model – a Freemium, Multi-sided Business Model - for VisionaryD is presented below. The VisionaryD software would be free for business information searchers/browsers who want to just see past and present business models. For business model managers, who would like to update and manage their business models in real time, there would be monthly subscriptions. Business model managers, who want to develop detailed business model plans for organizations, can offer business model dashboards for free to the public or sell it. VisionaryD would obtain royalties from such sales. With the expected exponential growth of customers using the VisionaryD software, advertisers would be attracted to the platform so that revenue can be generated from selling both textual and visual ads. Ultimately, VisionaryD is designed to disrupt search engines like Google and Bing as well as collaboration platforms such as Slideshare, Wikipedia, and LinkedIn.
http://goo.gl/khko7G
This Backbase webinar will demonstrate how banks can innovate and become digital-first by adopting a more startup-like approach, where failure isn’t frowned upon but embraced. This approach acts as a catalyst for banks, so that they can better meet future challenges and client demands.
Watch the full webinar here: https://www.youtube.com/watch?v=XlYy0cskPTU
In these webinar slides you will find topics addressed on customer experiences and the use of automation / artificial intelligence for Sales / Marketing teams.
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.
More Related Content
Similar to Profit Model Improvement and Innovation: How Businesses Really Make Money and Win Business Model Competitions in the Imitation Economy.
Reshaping ecosystem of digital transformation_IAB Interact 2019_sobieszekKrzysztof Sobieszek
As a digital advertising industry, over the last 20 years we went a very long and successful road of embedding digital media into business landscape. It has provided constant growth to the whole value chain. Now, digitalisation is a must, unquestionably. Moreover, it’s now spreading far behind marketing and advertising. Digital transformation as vast multidimensional and cross-siloed process gained great interest of almost every CEO. Environment and opportunities have therefore changed. Does our business models? Will our successful strategy of developing internet as a medium will still be enough? What’s the actual value digital industry provides? What are our unmonetized assets of different stakeholders? What are the possible scenarios for growth? These are questions I want to address with my presentation.
Spinning Data Into Gold: How to “weaponize” data to de-risk and grow your bus...Max Connect Marketing
Most businesses now face the same difficult questions - how to cut costs without killing the business, how to make marketing dollars go further, and how to find growth opportunities while most other businesses are shrinking. Analytics expert, Tim Kapp, will talk about how companies of every size should be “weaponizing” data to de-risk and grow their business during a downturn. We’ll cover customer retention, improved campaign targeting, cost-cutting through process mining, and how to build data expertise without breaking the bank.
ITCamp 2019 - Andy Cross - Business Outcomes from AIITCamp
Andy Cross, Director of Elastacloud, Microsoft Regional Director, Azure MVP and all round good guy, gives a session on how to successfully build or transform a business using AI technologies.
Over the last years, Elastacloud have delivered analytics projects to a variety of customers. The greatest challenges around AI are both technical and organisational. The existing landscape of process and strategy doesn't solve these challenges in combination, and the gap between causes friction and the failure of AI projects.
When modelling the outcome of actions that were informed by AI, possibly enacted by AI, the standard risk modelling approaches need to be transformed to include a factor that can change over time to represent the effectiveness of the AI solutions. Given that we should accept errors as part of the AI solution, and that errors are reinforcing of better future decisions, we need to project risk as a decreasing vector over time.
BCG-Business Model Strip: Rapidly Manage PROFIT IMPROVEMENT AND INNOVATION MO...Rod King, Ph.D.
Today, organizations must manage for profit improvement as well as profit innovation in order to achieve sustainable competitive advantage. The BCG-Business Model Strip, which uses components of a BCG-Business Model, provides a holistic and versatile tool for improving and innovating on profit models. Unlike in business model visualization tools like the Business Model Canvas and Lean Canvas, the BCG-Business Model Strip provides a comprehensive framework for discovering Big Urgent Market Problems (BUMPs) in an environment, developing a relevant business strategy and business model that can be tested and validated.
Simple Business Model Classification System: Business Model Pipes, Valleys, a...Rod King, Ph.D.
"There are three business model shapes in every industry on the planet." Rod King
***
Millions of businesses and myriad business models exist in the world. However, every business or business model has one of three business model shapes: pipe, valley, or diamond. The graphic above presents a simple business model classification system that is based on the three shapes of business models: pipes, valleys, and diamonds. Every business model platform has the shape of either a valley or a diamond.
DigiX is a full-service, integrated, marketing agency. We provide strategic thinking and creative execution across brand, creative events, brand activation & sampling, digital marketing, advertising, and trade marketing.
We work with world-class brands to help brand owners achieve their strategic marketing objectives across a broad range of interests.
Our key competitive advantages:
+ Strategic thinking and Creative.
+ One-stop-shop service
+ Reliable execution
+ Nationwide operations
We are fluent in brand, engagement and integration. Our team is knowledgeable, tenacious, and passionate professionals understand how to create memorable message and change consumer behavior in your brand’s favor.
Antti Ujainen, co-founder and CEO of SBD, kicks off the Marketing Automation Unplugged-event which was held on February 5th 2015. In his presentation, Antti describes the problems that marketing automation can solve, presenting a triangle framework which consists of your brand, your customer and the media through which you communicate with your customers. He also has the low-down on media consumption in this day and age and suggests that marketing and sales need to communicate in a more streamlined fashion. Towards the end he suggests a couple of frameworks for succeeding in implementing a marketing automation system and presents a couple of cases in which SBD have successfully solved their clients' problems.
Improve Your Club's Competitive Ability - From IHRSA 2016Bryan K. O'Rourke
Bryan O'Rourke shares his views on how to improve fitness facility's competitive abilities through a variety of tools. Specific examples are included with references to powerful tools that anyone can use. Presented at IHRSA 2016.
Future of advertising: Agency as a platformAjinkya Pawar
Advertising is dead. Long live Advertising.
Advertising agency business model as we know it, is dead. Dwindling margins, frequent pitches, FB, Google & consultancies stealing growth from WPP, Publicis and other holding companies... The business is obviously broken.
Here's my idea to fix it.
Earlier, I had written about this idea here - https://truthaboutbranding.com/2016/12/14/the-advertising-agencies-of-future-will-be-open-sourced/
for which I won the WPP Atticus Award 2016.
VisionaryD's Business Model Canvas: Proposed Freemium, Multisided Business Mo...Rod King, Ph.D.
Today’s global marketplace is looking more and more like a battlefield. Like in a battlefield, today’s global marketplace is characterized by VUCA: Volatility; Uncertainty; Complexity; Ambiguity. To survive and prosper in today’s global marketplace, organizations must have business model agility, that is, the ability to rapidly sense and effectively respond to opportunities and threats. However, there is a serious constraint to achieving business model agility: LONG DELAYS IN ACCESSING RELEVANT BUSINESS INFORMATION.
Search engines such as Google, Bing, and Yahoo Search do not provide useful information on business models; search engine results are not organized according to the structure of a business model. Also, a lot of business information is fragmented, unorganized, and exists in silos. Whenever business information managers such as business planners, strategists, and business model innovators need information especially with regard to markets, industries, and trends, they spend an inordinate amount of time trying to collect information. Often times, the information is obsolete by the time that data collection is completed. Consequently, many organizations – both small and large – are struggling to survive and prosper in a VUCA world. Dead organizations such Kodak, Borders, and Blockbusters suffered from business model rigidity.
VisionaryD is a Business Information Search Engine (BISE) that resolves the problem of inadequate access to business information. As a collaboration (“crowdsourced”) platform that uses a question-and-answer format to collaboratively collect business information, the mission of VisionaryD is to offer a one-stop website that features past, present, and future business models for every organization on the planet 24x7. VisionaryD would act as a Business Information Search Engine that helps organizations to collaboratively develop business models that better sense and respond to changes in markets, industries, society, and the environment.
The proposed business model – a Freemium, Multi-sided Business Model - for VisionaryD is presented below. The VisionaryD software would be free for business information searchers/browsers who want to just see past and present business models. For business model managers, who would like to update and manage their business models in real time, there would be monthly subscriptions. Business model managers, who want to develop detailed business model plans for organizations, can offer business model dashboards for free to the public or sell it. VisionaryD would obtain royalties from such sales. With the expected exponential growth of customers using the VisionaryD software, advertisers would be attracted to the platform so that revenue can be generated from selling both textual and visual ads. Ultimately, VisionaryD is designed to disrupt search engines like Google and Bing as well as collaboration platforms such as Slideshare, Wikipedia, and LinkedIn.
http://goo.gl/khko7G
This Backbase webinar will demonstrate how banks can innovate and become digital-first by adopting a more startup-like approach, where failure isn’t frowned upon but embraced. This approach acts as a catalyst for banks, so that they can better meet future challenges and client demands.
Watch the full webinar here: https://www.youtube.com/watch?v=XlYy0cskPTU
In these webinar slides you will find topics addressed on customer experiences and the use of automation / artificial intelligence for Sales / Marketing teams.
Similar to Profit Model Improvement and Innovation: How Businesses Really Make Money and Win Business Model Competitions in the Imitation Economy. (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.
Putting the SPARK into Virtual Training.pptxCynthia Clay
This 60-minute webinar, sponsored by Adobe, was delivered for the Training Mag Network. It explored the five elements of SPARK: Storytelling, Purpose, Action, Relationships, and Kudos. Knowing how to tell a well-structured story is key to building long-term memory. Stating a clear purpose that doesn't take away from the discovery learning process is critical. Ensuring that people move from theory to practical application is imperative. Creating strong social learning is the key to commitment and engagement. Validating and affirming participants' comments is the way to create a positive learning environment.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
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.
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. 📊
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/
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
Discover the innovative and creative projects that highlight my journey throu...dylandmeas
Discover the innovative and creative projects that highlight my journey through Full Sail University. Below, you’ll find a collection of my work showcasing my skills and expertise in digital marketing, event planning, and media production.
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
"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."
The effects of customers service quality and online reviews on customer loyal...
Profit Model Improvement and Innovation: How Businesses Really Make Money and Win Business Model Competitions in the Imitation Economy.
1. AGRICULTURE
&
MINING
Industry
SERVICE
Industry
INFRASTRUCTURE/PLATFORM
Management
MANUFACTURING
Industry
Nespresso’s
PROFIT
MODEL
CLASSIFICATION
SYSTEM
(PMCS)
How
Businesses
Really
Make
Money
and
Win
Business
Model
Compe66ons
in
the
Imita6on
Economy
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
GENERIC
PROFIT
MODEL
q Luxury
Spot
(Differen1a1on)
q Ecosystem
Management
What
industry
is
the
business
(or
customer)
in?
2. AGRICULTURE
&
MINING
Industry
SERVICE
Industry
INFRASTRUCTURE/PLATFORM
Management
MANUFACTURING
Industry
PROFIT
MODEL
CLASSIFICATION
SYSTEM
(PMCS)
-‐
By
Industry
(Categories
of
Products/Services)
How
Businesses
Really
Make
Money
and
Win
Business
Model
Compe66ons
in
the
Imita6on
Economy
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
GENERIC
POFIT
MODELS
What
industry
is
the
business
(or
customer)
in?
3. AGRICULTURE
&
MINING
Industry
SERVICE
Industry
INFRASTRUCTURE/PLATFORM
Management
MANUFACTURING
Industry
PROFIT
MODEL
CLASSIFICATION
SYSTEM
(PMCS)
-‐
By
Sector
of
Industry
(Categories
of
Products/Services)
How
Businesses
Really
Make
Money
and
Win
Business
Model
Compe66ons
in
the
Imita6on
Economy
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
GENERIC
PROFIT
MODELS
q Healthcare,
Life
Sciences,
and
Pharmaceu?cals
q Chemicals
Manufacturing
q Autos,
Trucks,
Trains,
Ships,
and
Other
Vehicles
q Consumer
Products
Manufacturing
q Aerospace
&
Defense
q Food,
Beverage,
and
Tobacco
Manufacturing
q Mining,
Metals,
Energy,
U?li?es,
and
Environmental
Services
q Agriculture,
Forestry,
Fishing,
and
Hun?ng
q Insurance
q Food
Services
&
Lodging
q Construc?on
&
Eng.
q Healthcare
q Banking,
Fin.
Markets
&
Services
q Consumer,
Educa?on,
Real
Estate
and
Public
Services
q IT
Services
q Business
&
Consul?ng
Services
q Retail
q Media
&
Entertainment
Note:
The
above
descrip6on
of
sectors
is
based
on
the
IBBCS;
see
hGp://www.industrybuildingblocks.com/Industry-‐Groups.php
q Travel
What
industry
is
the
business
(or
customer)
in?
Who
is
the
customer-‐protagonist
(most
dissa?sfied)?
What
is
the
customer
Job-‐To-‐Get-‐Done?
What
is
the
profit
model
of
the
business
(customer)?
What
are
analogs
and
an?logs
of
the
profit
model?
4. AGRICULTURE
&
MINING
Industry
SERVICE
Industry
INFRASTRUCTURE/PLATFORM
Management
MANUFACTURING
Industry
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
GENERIC
PROFIT
MODELS
q Consumer
Products
Manufacturing
q Food,
Beverage,
and
Tobacco
Manufacturing
q Food
Services
&
Lodging
q Retail
Note:
The
above
descrip6on
of
sectors
is
based
on
the
IBBCS;
see
hGp://www.industrybuildingblocks.com/Industry-‐Groups.php
What
industry
is
the
business
(or
customer)
in?
Who
is
the
customer-‐protagonist
(most
dissa?sfied)?
What
is
the
customer
Job-‐To-‐Get-‐Done?
What
is
the
profit
model
of
the
business
(customer)?
What
are
analogs
and
an?logs
of
the
profit
model?
Nespresso’s
PROFIT
MODEL
CLASSIFICATION
SYSTEM
(PMCS)
-‐
By
Sector
of
Industry
How
Businesses
Really
Make
Money
and
Win
Business
Model
Compe66ons
in
the
Imita6on
Economy
5. AGRICULTURE
&
MINING
Industry
SERVICE
Industry
INFRASTRUCTURE/PLATFORM
Management
MANUFACTURING
Industry
PROFIT
MODEL
CLASSIFICATION
SYSTEM
(PMCS)
-‐
By
Profit
Strategies/Tac6cs/PaGerns
How
Businesses
Really
Make
Money
and
Win
Business
Model
Compe66ons
in
the
Imita6on
Economy
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
q Asset
Sale
q Long
Tail
q Open
Source
Collabora?on
q Dona?on
q SoTware
as
a
Service
q Two-‐sided
Market
q Asset
Sale
q Razor
Blade
(Bait
&
Switch)
q Subscrip?on
Fee
q Crowdsourcing
q Lending/Ren?ng/Leasing
q Licensing
q Licensing
q Brokerage
q Usage
Fee
q Asset
Sale
q Adver?sing
q Co-‐crea?on
q Usage
Fee
q Mul?-‐sided
Market
PlaXorm
q Ad
Network
q Outsourcing
q Ecosystem
Management
q Direct
Sale
q Indirect
Sale
q Offline
q Online
q Discount
q Tiered
Payment
q Auc?on
q Facilitated
Network
q Brand
Mul?plier
q Reverse
Auc?on
q Customiza?on
q Cross-‐subsidiza?on
q Franchise
q Product
Leadership
q Automa?on
(Self-‐service)
q Gamifica?on
q B2C
q B2B
q Pre-‐Payment
q Fair
Pricing
q Community
(Hub)
q On
Demand
q DIY
q Unbundling
q Unbundling
q Bundling
q Free
GENERIC
PROFIT
MODELS
q P2P
PlaXorm
q Landlord
q Leasing
q 2nd
Hand
q Luxury
Spot
(Differen1a1on)
q Disrup1on
Spot
(Low
Cost;
Lean)
q Blue
Ocean
(Value
Innova1on)
q Creator
q Distributor
q Broker
q Sweet
Spot
q Product
Extension
q Opera?onal
Excellence
q Frac?onaliza?on
q Customer
In?macy
q Affiliates
What
industry
is
the
business
(or
customer)
in?
Who
is
the
customer-‐protagonist
(most
dissa?sfied)?
What
is
the
customer
Job-‐To-‐Get-‐Done?
What
is
the
profit
model
of
the
business
(customer)?
What
are
analogs
and
an?logs
of
the
profit
model?
q Shared
Value
6. AGRICULTURE
&
MINING
Industry
SERVICE
Industry
INFRASTRUCTURE/PLATFORM
Management
MANUFACTURING
Industry
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
q Asset
Sale
q Asset
Sale
q Outsourcing
q Ecosystem
Management
q Direct
Sale
q Offline
q Online
q Product
Leadership
q Automa?on
(Self-‐service)
q Pre-‐Payment
q Community
(Hub)
GENERIC
PROFIT
MODEL
q Shared
Value
q Product
Extension
q Customer
In?macy
What
industry
is
the
business
(or
customer)
in?
Who
is
the
customer-‐protagonist
(most
dissa?sfied)?
What
is
the
customer
Job-‐To-‐Get-‐Done?
What
is
the
profit
model
of
the
business
(customer)?
What
are
analogs
and
an?logs
of
the
profit
model?
q Luxury
Spot
(Differen1a1on)
q Brand
Mul?plier
Nespresso’s
PROFIT
MODEL
CLASSIFICATION
SYSTEM
(PMCS)
-‐
Profit
Strategies/Tac6cs/PaGerns
How
Businesses
Really
Make
Money
and
Win
Business
Model
Compe66ons
in
the
Imita6on
Economy
q Bundling
7. Disrup1on
Spot
Luxury
Spot
Strategic
Choice
Sweet
Spot
Profit
Model
Blue
Ocean
Profit
Model
Luxury
Spot
(“Differen?a?on”)
Profit
Model
DisrupLon
Spot/Lean
(“Low
Cost”)
Profit
Model
ILLUSTRATION
OF
THE
4
GENERIC
PROFIT
MODELS
Trade-‐off
Map
of
Cost
vs.
Revenue
(-‐):
PAIN:
Cost
(+):
DELIGHT:
Revenue
Key
Profitable
Model
Unprofitable
Model
“Insane”
Happiness
(Value)
Ideal
Final
Result
(IFR)
Infinite
Shared
Happiness
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
Market
Segment
(Job-‐To-‐Get-‐Done/Goal;
Product/Tool):
………………..…..……..…….
…………
……………………………………………………………………….…………….………….……………….
8. Disrup1on
Spot
Luxury
Spot
Strategic
Choice
Sweet
Spot
Profit
Model
Blue
Ocean
Profit
Model
Luxury
Spot
(“Differen?a?on”)
Profit
Model
DisrupLon
Spot/Lean
(“Low
Cost”)
Profit
Model
GENERIC
PROFIT
MODEL
of
Nespresso
Trade-‐off
Map
of
Cost
vs.
Revenue
(-‐):
PAIN:
Cost
(+):
DELIGHT:
Revenue
“Insane”
Happiness
(Value)
Ideal
Final
Result
(IFR)
Infinite
Shared
Happiness
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing
Market
Segment
(Job-‐To-‐Get-‐Done/Goal;
Product/Tool):
Drink
coffee
Key
Profitable
Model
Unprofitable
Model
9.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h^p://businessmodels.ning.com
&
h^p://twi^er.com/RodKuhnKing
VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL
PROFIT
MODEL
ENVIRONMENT
PROFIT
MODEL
STORYTREE
For
Nespresso
Generic
Profit
Model
Management:
Visualize
the
Abrac?veness
of
Your
Profit
Model
10.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h^p://businessmodels.ning.com
&
h^p://twi^er.com/RodKuhnKing
VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL
PROFIT
MODEL
PROFIT
MODEL
STORYTREE
For
Nespresso
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Generic
Profit
Model
Management:
Visualize
the
Abrac?veness
of
Your
Profit
Model
11.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h^p://businessmodels.ning.com
&
h^p://twi^er.com/RodKuhnKing
VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL
PROFIT
MODEL
Generic
Profit
Model
Management:
Visualize
the
Abrac?veness
of
Your
Profit
Model
PROFIT
MODEL
STORYTREE
For
Nespresso
Bargaining
Power
of
Suppliers
Bargaining
Power
of
Customers
Threat
of
New
Entrants
Threat
of
SubsLtute
Products
12.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h^p://businessmodels.ning.com
&
h^p://twi^er.com/RodKuhnKing
VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL
Inputs/Partners
q Coffee
Machine
Manufactur-‐
er
q Coffee
q Coffee
Growers
Internal
Resources
q Employees
q Patents/IP
q Brand
q Plant
(for
Producing
Pods)
Processes/AcLviLes
q Produc6on
q Marke6ng/Branding
q Distribu6on/Logis6cs
Product/Value
ProposiLon
q Nespresso
Coffee
Machine
q Nespresso
Pods
q Best
Quality
Coffee
at
Home/in
Office
Channels
&
RelaLonships
q Retail
(Machines
Only)
q Nespresso.com
q Nespresso
Bou6ques
q Mail
Order;
Call
Center
q Nespresso
Club
Customer/Job-‐To-‐Get-‐Done
q Luxury
Spobers
(High
Enders)
Who
Are
Struggling
to
Find
High
Quality
Coffee
at
Home/Office
q Drink
High
Quality
Coffee
at
Home/in
Office
Cost:
(Structure/Metrics)
High
Cost
q Supplies/Inputs
q Employees/IP
q Machinery/Produc6on
q Marke6ng/Distribu6on
Revenue:
(Streams/Metrics)
High
Revenue
q Sale
of
Coffee
Machine
q Sale
of
Pods/Capsules
q Sale
of
Other
Machine
Accessories
PROFIT
q High
Profit
Margin
PROFIT
MODEL
STORYTREE
For
Nespresso
PROFIT
MODEL
Strategic
Profit
Model
Management:
Visualize
Your
Profit
Model
13.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h^p://businessmodels.ning.com
&
h^p://twi^er.com/RodKuhnKing
VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL
Inputs/Partners
Internal
Resources
Processes/AcLviLes
Product/Value
ProposiLon
Channels
&
RelaLonships
Customer/Job-‐To-‐Get-‐Done
Cost:
(Structure/Metrics)
Revenue:
(Streams/Metrics)
PROFIT
PROFIT
MODEL
STORYTREE
…………………………………………………..
PROFIT
MODEL
Strategic
Profit
Model
Management:
Visualize
Your
Profit
Model
14.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h^p://businessmodels.ning.com
&
h^p://twi^er.com/RodKuhnKing
VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL
Inputs/Partners
q What
material,
informa?on,
and
capital
are
needed
prior
to
launching
product?
q What
partners/alliances
are
needed?
Internal
Resources
q Who
are
team
members?
q What
hard
assets
(equip-‐
ment/infra’)
will
are
needed
prior
to
launching
product?
q What
technology
is
needed?
Processes/AcLviLes
q What
are
development
ac6vi6es
that
must
be
completed
prior
to
launching
product/service/tool?
Product/Value
ProposiLon
q What
product/service/tool
will
customer
use
and/or
buy?
q Why
will
customer
buy
product/
service/tool?
Channels
&
RelaLonships
q How
will
product/service/tool
be
delivered
to
customer?
q What
sort
of
rela6onship
will
business
have
with
customer?
q How
will
customer
be
engaged,
acquired,
and
retained?
Customer/Job-‐To-‐Get-‐Done
q What
customer
will
use
and/or
buy
product/service/tool?
q What
job
is
customer
trying
to
get
done?
What
are
obstacles?
q What
is
customer
pain?
q What
is
customer
delight?
Cost:
(Structure/Metrics)
q At
what
price
will
customer
buy
product/service/tool?
q What
effort
will
customer
expend
in
buying
product?
q What
is
customer
acqu.
cost?
q What
is
annual
total
cost?
Revenue:
(Streams/Metrics)
q How
soon
will
customer
buy?
q How
many
and
oTen
will
customer
buy?
q How
will
customer
pay?
q What
will
be
annual
total
revenue?
PROFIT
q What
will
be
the
annual
profit
margin?
q What
will
be
the
annual
profit?
PROFIT
MODEL
STORYTREE
…………………………………………………..
PROFIT
MODEL
Strategic
Profit
Model
Management:
Ques?ons
Note:
The
above
ques6ons
are
based
on
John
Mullins
and
Randy
Komisar’s
book,
“Gefng
to
Plan
B”
15.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h^p://businessmodels.ning.com
&
h^p://twi^er.com/RodKuhnKing
VALUE
CREATION
MODEL
(“Build”)
VALUE
PROPOSITION
MODEL
(“Discover”;
“Plan”)
Inputs/Partners
q Materials/Supplies
q Informa6on
q Investment
Capital
q Strategic
Alliances/Partners
q Co-‐creators/Contractors
Internal
Resources
(Physical/Intellectual/Emo?onal/
Spiritual
Resources)
q Employees
q Machinery/Infra’
Facili6es
q Technology/IP
q Brand/Culture
Processes/AcLviLes
q Discover
q Plan
q Build
q Measure
q Learn
Product/Value
ProposiLon
q Value
Proposi6on
Requirements
q Value
Proposi6on
Statement
q Product/Service/Tool:
Features
Channels
&
RelaLonships
q Online
Channels
q Offline
Channels
Customer/Job-‐To-‐Get-‐Done
q Customer-‐Protagonist
q Cri6cal
Problem
q Task/Job-‐To-‐Get-‐Done
q Constraints/Obstacles
q Success
Criteria
(Outcomes)
Cost:
(Structure/Metrics)
q Cost
of
Customer
Acquisi6on
q Total
Cost
q Opera?ng
Cost
q Working
Capital
Revenue:
(Streams/Metrics)
q E:
Engagement
q A:
Acquisi6on
q A:
Ac6va6on
q R:
Reten6on
q R:
Referral
q R:
Revenue
Value:
Profit
q High
Profit
Margin
(Price):
Low
Volume;
Low
Velocity
q Low
Profit
Margin
(Price):
High
Volume;
High
Velocity
q Gross
Margin
q Customer
Life6me
Value
PROFIT
MODEL
(“Measure”)
Profit
Model
Management
(Checklist)
PROFIT
MODEL
STORYTREE
(“Learn”)
16.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h^p://businessmodels.ning.com
&
h^p://twi^er.com/RodKuhnKing
VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL
PROFIT
MODEL
ENVIRONMENT
PROFIT
MODEL
STORYTREE
…………………………………………………..
Generic
Profit
Model
Management:
Visualize
the
Abrac?veness
of
Your
Profit
Model
17. Past
Profit
Model
Present
Profit
Model
Future
Profit
Model
Profit
Model
(PM)
PLAN
Profit
Model
Design
Toolkit
for
Thriving
in
a
Vola?le,
Uncertain,
Complex,
and
Ambiguous
(VUCA)
Environment
Profit
Model
(StoryTree)
Profit
Model
(StoryTree)
Profit
Model
(StoryTree)
Industry
Ecosystem
Market
Ecosystem
Profit
Model
(StoryTree)
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Mission/Vision/
Purpose/Ideals/
Ideal
Final
Result
For
Profit
Model
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h^p://businessmodels.ning.com
&
h^p://twi^er.com/RodKuhnKing
18. Past
Profit
Model
Present
Profit
Model
Future
Profit
Model
Nespresso’s
Profit
Model
(PM)
PLAN
Profit
Model
Design
Toolkit
for
Thriving
in
a
Vola?le,
Uncertain,
Complex,
and
Ambiguous
(VUCA)
Environment
Profit
Model
(StoryTree)
Profit
Model
(StoryTree)
Profit
Model
(StoryTree)
Industry
Ecosystem
Market
Ecosystem
Profit
Model
(StoryTree)
Macro-‐Economic
Influencers
Key
Trends
&
Complementors
Mission/Vision/
Purpose/Ideals/
Ideal
Final
Result:
“A
Passion
for
Quality,
Innova1on
and
Privileged
Rela1onships
With
Cus-‐
tomers”
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h^p://businessmodels.ning.com
&
h^p://twi^er.com/RodKuhnKing
19. Contact
Dr.
Rod
Kuhn
King
rodkuhnhking@gmail.com
VDD
University
for
Profit
Model
Design
&
Management
hGp://businessmodels.ning.com
hGp://twiGer.com/RodKuhnKing
“No
Entrepreneur
LeT
Behind
(NELB)”
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hGp://businessmodels.ning.com
&
hGp://twiGer.com/RodKuhnKing