In this presentation on Business Model Moviemaking, the Business Model Strip is used as a template to visualize a BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model. Examples of Business Plots and Strategy Stories are taken from companies such as Future Plc, Fremantle Media, Hornby, and Apple.
Red Ocean Disruption (ROD) Storyboard: The One Tool for Business Model Moviem...Rod King, Ph.D.
The Red Ocean Disruption (ROD) Storyboard is a dynamic visual template for answering the 3 basic questions in every change management project, The ROD Storyboard provides a visual platform and common language for Business Model Moviemakers, Storytellers, Strategists, Planners, and Problem Solvers.
ROLLER COASTER MODEL for Customer Growth Hacking in Lean Startups and Establi...Rod King, Ph.D.
The Roller Coaster Model presents a holistic approach for discovering and solving problems not only in Lean Startups but also in established organizations. The proposed tool for the Roller Coaster Model is the all-in-one tool of the OTHER Loop. OTHER is an acronym for Observe; Think; Hypothesize; Experiment; Reflect.
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup.
The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money W...Rod King, Ph.D.
The Business Model Yacht is a One-Size-Fits-All (OSFA) tool for problem finding, modeling, and solving in any domain. The Business Model Yacht, which can be used by Strategists, Innovators, and Planners, saves time and money when dealing with "wicked" (ill-structured/open/chaotic) problems as well as "tame" (well structured/closed/simple) problems.
http://goo.gl/yjf2QB
A Universal Planning Tool (Platform) for Rapidly Achieving Missions, Visions,...Rod King, Ph.D.
In the world today, there is an explosion of frameworks and tools for achieving missions, visions, goals, objectives, strategies, and targets. The fragmented nature of tools poses a problem for multidisciplinary teams on projects. This presentation introduces the BCG-Business Model Court, which is a universal planning tool for visually and rapidly achieving a hierarchy of goals. The BCG-Business Model Court saves time and money while flexibly achieving a hierarchy of goals in any discipline.
Toolkit for Preparing Your Own Blue Ocean-Performance DashboardRod King, Ph.D.
This 'portable' toolkit contains tools that can be used to prepare a Blue Ocean-Performance Dashboard. This concept combines two of the most powerful concepts in business management: Blue Ocean Strategy and Balanced Scorecard. The Blue Ocean-Performance Scorecard will help you to visually translate any strategy including a Blue Ocean Strategy into reality. Consequently, with the dashboard the implementation of a Blue Ocean Strategy has a higher chance of success.
In addition, the Blue Ocean-Performance Dashboard could be used to answer the following questions:
* How does the organization work or do business?
* How does the organization generate reveue or profit?
* How to create an uncontested customer experience and uncontested marketplace as well as make the competition irrelevant?
If you'd like to generate and share ideas on the above question, the Blue Ocean-Performance Dashboard may be your best tool.
Alphabet's Ambidextrous Profit Model: How Google Applies the Ambidexterity Pr...Rod King, Ph.D.
Google recently and explicitly restructured its organization to be ambidextrous. Implicit in Google's reorganization is application of the Ambidexterity Principle, "Think Win-Win Strategies and Solutions."
The above presentation visually summarizes how Google uses the Ambidexterity Principle.
Red Ocean Disruption (ROD) Storyboard: The One Tool for Business Model Moviem...Rod King, Ph.D.
The Red Ocean Disruption (ROD) Storyboard is a dynamic visual template for answering the 3 basic questions in every change management project, The ROD Storyboard provides a visual platform and common language for Business Model Moviemakers, Storytellers, Strategists, Planners, and Problem Solvers.
ROLLER COASTER MODEL for Customer Growth Hacking in Lean Startups and Establi...Rod King, Ph.D.
The Roller Coaster Model presents a holistic approach for discovering and solving problems not only in Lean Startups but also in established organizations. The proposed tool for the Roller Coaster Model is the all-in-one tool of the OTHER Loop. OTHER is an acronym for Observe; Think; Hypothesize; Experiment; Reflect.
LEAN STARTUP LIFECYCLE: 5 Stages in the Evolution of Billion Dollar $tartupsRod King, Ph.D.
This presentation builds on Steve Blank's three stage model for the evolution of scalable startups. Steve Blank's three stages are Startup, Transition, and Company. The above "Lean Startup Lifecycle" includes these three stages as well as illustrates other ideas such as Problem-Solution Fit, Product-Market Fit, and Business Model Fit/Scaling. Unlike in Steve Blank's approach, the Lean Startup Lifecycle presents the OTHER Loop as tool for solving novel (emergent) and routine (deliberate) problems when building a scalable startup.
The Lean Startup Lifecycle can be used as a descriptive tool to comprehensively explain the evolution of scalable startups as well as a prescriptive tool or roadmap for guiding the development of scalable startups or Billion Dollar Companies. The Lean Startup Lifecycle posits that every Billion Dollar $tartup goes through forms in its lifecycle: Adaptive Startup; Shaping Startup; Transition; Visionary Company; Classic Company.
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money W...Rod King, Ph.D.
The Business Model Yacht is a One-Size-Fits-All (OSFA) tool for problem finding, modeling, and solving in any domain. The Business Model Yacht, which can be used by Strategists, Innovators, and Planners, saves time and money when dealing with "wicked" (ill-structured/open/chaotic) problems as well as "tame" (well structured/closed/simple) problems.
http://goo.gl/yjf2QB
A Universal Planning Tool (Platform) for Rapidly Achieving Missions, Visions,...Rod King, Ph.D.
In the world today, there is an explosion of frameworks and tools for achieving missions, visions, goals, objectives, strategies, and targets. The fragmented nature of tools poses a problem for multidisciplinary teams on projects. This presentation introduces the BCG-Business Model Court, which is a universal planning tool for visually and rapidly achieving a hierarchy of goals. The BCG-Business Model Court saves time and money while flexibly achieving a hierarchy of goals in any discipline.
Toolkit for Preparing Your Own Blue Ocean-Performance DashboardRod King, Ph.D.
This 'portable' toolkit contains tools that can be used to prepare a Blue Ocean-Performance Dashboard. This concept combines two of the most powerful concepts in business management: Blue Ocean Strategy and Balanced Scorecard. The Blue Ocean-Performance Scorecard will help you to visually translate any strategy including a Blue Ocean Strategy into reality. Consequently, with the dashboard the implementation of a Blue Ocean Strategy has a higher chance of success.
In addition, the Blue Ocean-Performance Dashboard could be used to answer the following questions:
* How does the organization work or do business?
* How does the organization generate reveue or profit?
* How to create an uncontested customer experience and uncontested marketplace as well as make the competition irrelevant?
If you'd like to generate and share ideas on the above question, the Blue Ocean-Performance Dashboard may be your best tool.
Alphabet's Ambidextrous Profit Model: How Google Applies the Ambidexterity Pr...Rod King, Ph.D.
Google recently and explicitly restructured its organization to be ambidextrous. Implicit in Google's reorganization is application of the Ambidexterity Principle, "Think Win-Win Strategies and Solutions."
The above presentation visually summarizes how Google uses the Ambidexterity Principle.
Simpler Tools for Redesigning Business Models and Making Better DecisionsRod King, Ph.D.
This document contains a comprehensive set of tools for facilitating Blue Ocean Thinking and Decision-making as well as for designing Blue Ocean Business Models. The central concept, which ties all the tools, is the Value Quotient (VQ).
The VQ can be used as a universal metric of success and decision-making. Using the VQ allows anyone to introduce the concepts and tools of Blue Ocean Planning & Execution at any level in an organization.
1-Page Visual Tool for MILITARY Problem Solving, Project Planning, Improvemen...Rod King, Ph.D.
I recently developed the BCG-Business Model Court as a 1-Page Tool for UNIVERSAL Problem Solving, Project Planning, Improvement, and Innovation. In this presentation, the BCG-Business Model Court is customized in the form of a BCG-Business Model Wargame. This BCG-Business Model Wargame can be used for MILITARY Problem Solving, Project Planning, Innovation, and Improvement at any level. It is important that this presentation does not endorse war. The approach is purely academic as the tool can be used to explain as well as prevent wars (conflicts) in the military as well as other spheres of life. The BCG-Business Model Court should be regarded as a visual synthesis of tools for universal problem solving, project planning, improvement, and innovation. If we could use one platform and a common language for problem solving, project planning, improvement, and innovation, the world would be a much happier place.
A diverse team can throw any problem in any area of life to the BCG-Business Model Court while looking for ideal (win-win) solutions. The BCG-Business Model Court and Wargame allow a user to explore problems and solutions from multiple perspectives or stakeholders.
No startup business experiences the same journey to success, but there are general stages that most companies move through as they grow:
1) Validation
2) Product Development
3) Commercialization
4) Scale/Growth
The Center for Entrepreneurial Innovation (CEI) helps its clients through these stages of business development and offers best practices for each stage. Represented by an amazing lineup of speakers, including Hart Shafer (Innovation Coach / Founder, Theraspecs), Eric Miller (Principal, PADT Inc.), Nate Curran (Entrepreneur-in-Residence, CEI) and Russ Yelton (CEO, Pinnacle Transplant Technologies, "The Startup Lifecycle" presentation offers unique insights and best practices for entrepreneurs growing their business.
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.
The 4 Perspectives of BUSINESS MODEL PROJECT MANAGEMENT: Why Some Businesses ...Rod King, Ph.D.
In the world of business a dangerous gulf or schism exists between "Strategy" on the one hand and "Execution" on the other hand. Many Strategy projects are not implemented. And of those implemented, about 70% fail.
This presentation introduces the approach of "Business Model Project Management" as an approach to seamlessly integrate Strategy and Execution. Business Model Project Management assumes a "business model" as the unit of organization, analysis, and management of every project. The presentation introduces a novel tool called the "Business Model Diamond."
The Business Model Diamond is a visual checklist that can be used in projects involving business model documentation, improvement, innovation, and storytelling. Unique to the Business Model Diamond are its four (ICES) perspectives: Investor, Customer, Enterprise, and Strategist Perspectives. Successful businesses constantly keep these four perspectives in focus while trying to find a positive dynamic balance between them. In businesses that fail, the four perspectives are either fragmented or misaligned.
Cheat Sheet for LEAN STARTUP METHODOLOGY: One-Page Template and Illustration ...Rod King, Ph.D.
The Lean Startup Methodology is a fast growing "organism." Everyday, tools are emerging on how to translate into reality the ideas and principles in Eric Ries's book, "The Lean Startup." The Cheat Sheet for the Lean Startup Methodology presents a single template that illustrates key ideas, principles, and emerging tools of the Lean Startup Methodology. The Cheat Sheet is the only tool that can simultaneously be used as an "Experiment Board", "Business Model Canvas", and "Lean Canvas." The Cheat Sheet also seamlessly integrates ideas from Blue Ocean Strategy and Design Thinking.
Using the Cheat Sheet saves Lean Startup Practitioners enormous amount of time, money, and other resources when undertaking Lean Startup projects. The Cheat Sheet for the Lean Startup Methodology can also be used, in place of a traditional business plan, to visually tell the story of a Lean Startup as uses the "Business Model Yacht" to journey from the Red Ocean to the Blue Ocean.
http://goo.gl/Mrq92d
THE CUSTOMER DEVELOPMENT ROADMAP: A Minimum Viable Toolset for Systematically...Rod King, Ph.D.
Steve Blank's Customer Development Methodology presents a comprehensive approach for developing scalable startups. However, the current focus of Blank's book and the emerging Lean Startup methodology is on software companies.
This presentation introduces the Customer Development Roadmap which shows a visual and general approach for Customer Development. Also, the concept of the Blue Ocean Startup ('the ultimate startup') is introduced.
The Most Powerful Business Tool That Hardly Anybody Knows About: SpaceTime Fr...Rod King, Ph.D.
All tools in business planning, strategy, modeling, innovation, improvement, and change management can be related to and/or derived from one tool. The tool is called the "SpaceTime Fractal Grid." This presentation introduces the SpaceTime Fractal Grid which is the core tool for the methodology of Universal Problem Solving & Project Management. Using the SpaceTime Fractal Grid, one can rapidly discover and solve people-centered problems.
BUSINESS MODEL DEVELOPMENT FOR BLUE OCEAN STARTUPSRod King, Ph.D.
Static Business and Strategic Plans are fast becoming irrelevant in a world of rapid commoditization, great uncertainty, and limited resources especially for scalable startups. BUSINESS MODEL DEVELOPMENT (BMD) is emerging as a more dynamic, relevant, and cost-effective approach. However, tools for BMD are authored by different people and found in different books as well as websites. Finding a comprehensive set of tools for BMD is time-consuming.
This presentation, "Business Model Development for Blue Ocean Startups" is currently the only resource that integrates tools for BMD in a worksheet or template format that facilitates collaboration. The tools can instantly be used for your projects on business model discovery, validation, execution, and/or performance management.
Please note that this FREE & INTERACTIVE One-stop Toolkit is available for a LIMITED TIME.
Visionary House for Building a “People-Before-Profit” Economy & Ecosystem: A ...Rod King, Ph.D.
This presentation offers a fractal template for building a "PEOPLE-Before-Profit" Economy as well as Ecosystem. In simple terms, a PEOPLE-Before-Profit Economy involves exchanges and transactions in which the value of people especially employees and customers are placed first in lieu of short-term profit. This approach of PEOPLE Before Profit contrasts the traditional approach of Profit Before PEOPLE.
It is increasingly being realized that a culture of Profit Before PEOPLE creates "Bad Value" and in particular, "Bad Profit." Although a business may experience short-term profitability, the approach of Profit Before PEOPLE leads to high employee turnover, competitive disadvantage, and environmental degradation. Consequently, more and more people are looking for alternatives to the traditional approach of Profit Before PEOPLE.
The approach of PEOPLE Before Profit is not entirely new. Many authors or groups have been proposing ideas to disrupt or complement the approach of Profit Before PEOPLE. Approaches include Corporate Social Responsibility, Triple Bottom Line, Shared Value, Bottom of the Pyramid, Social Entrepreneurship, Conscious Capitalism, and Good Profit. However, there has not been any vibrant community outlining and driving an agenda of PEOPLE Before Profit. This is where Brad Fergusson and the PEOPLE Before Profit Group come in.
As Brad Fergusson usually comments, the PEOPLE Before Profit Group is a startup. In a recent article on LinkedIn, Brad summarized his vision for the PEOPLE Before Profit Group. I realized that Brad's paradigm of PEOPLE Before Profit extends to all projects and ventures focusing on PEOPLE Before Profit. In other words, the paradigm of PEOPLE Before Profit is a fractal. I therefore decided to visually summarize Brad's article and vision using my tool of the House of Strategy.
There are many advantages in using a House of Goals & Strategy (HoGS) to present the vision of PEOPLE Before Profit. For one, the House of Goals & Strategy is a one-page document that comprehensively illustrates the key parts of a project including its vision, purpose, core values, and strategy. Consequently, the WHO, WHY, WHAT, and HOW of the PEOPLE Before Profit paradigm can be rapidly understood and shared. Also, business models can be systematically developed using the House of Goals & Strategy as a frame of reference.
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
This presentation provides a framework for product managers and C-level executives to discuss and prioritise their product investments. Maintaining a practical focus, it condenses highlights from McKinsey's three horizons model and more recent successors developed by academics at Wharton and MIT.
The Business Model Envelope (BME) Ecosystem: How We Can Solve the World’s Pro...Rod King, Ph.D.
For years, I've been doing research on finding a simple way to discover and solve problems in any domain. The Business Model Envelope (BME) Ecosystem presents a simple but versatile tool for collaboratively discovering and solving problems in any domain.
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Ex...Rod King, Ph.D.
In Silicon Valley, there is radical transformation in tools that are used for Business Planning, Strategy, and Execution. With regard to startups, the traditional and voluminous Business Plan is being widely and rapidly replace by one-page tools such as the Business Model Canvas and Lean Canvas. Traditional Waterfall Product Development has largely given way to more agile and human-centered methods such as in Design Thinking, Customer Development, and the Lean Startup methodology. There is also a plethora of tools that are based on the aforementioned frameworks.
In today's volatile, uncertain, complex, and uncertain environment especially in Silicon Valley (USA), there is a growing cacophony of tools that hardly speak to each other. The situation with lack of communication between tools is reminiscent of that of the biblical Tower of Babel. Consequently, productivity is lower than if there was one common language or platform that could be used for presenting and applying all tools for Business Planning and Execution in startups as well as established companies.
This presentation introduces the visual tool of the Business Model Scorecard which can be used for managing the performance of projects in startups as well as established companies. Based on Einstein's concept of SpaceTime, the Business Model Scorecard focuses on using a SpaceTime Hierarchy: Space or system is related to the question-tag of WHERE; Time is related to the question-tag of WHEN. Space or system is broken down further into four questions or "atoms." WHO, WHY, WHAT, and HOW. These 6 question-tags are seamlessly integrated in the tool of the Business Model Molecule which is one of three sections of the Business Model Scorecard, The other two sections are the time and space zones.
In this presentation, the Business Model Scorecard is presented as a visual platform that offers a shared language for Business Planning, Strategy, and Execution for startups as well as established companies. The Business Model Scorecard can be used for documenting how organizations, projects, and business models work as well as for managing their performances.
MISSION MODEL CANVAS vs. BUSINESS MODEL CANVAS: Mission-Driven Organizations ...Rod King, Ph.D.
In this presentation, the 4Q-Diamond is used to visually present the Business Model Canvas as well as Mission Model Canvas. In this way, the similarities and differences of the two tools can be identified. Further, each tool can be extended for more comprehensive and robust problem solving as well as project management.
The presentation shows the Mission Model Canvas vis-a-vis the Business Model Canvas.
THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual...Rod King, Ph.D.
Today, many startups and established organizations inadvertently practice "Fat Strategy" which leads to a lot of waste, unprofitability, and competitive disadvantage. This presentation features a Lean Strategy Canvas which can be used for eliminating Fat Strategy. The Lean Strategy Canvas is also helpful for projects that aim at delivering Awesome Customer Experiences (ACEs) as well as greater Shared Value (Profitability). The Lean Strategy Canvas is a core tool in the portfolio of tools for eliminating Fat Strategy.
Your insights and questions are welcomed.
http://goo.gl/Ml98y0
Business Periodic Table for CLASSIC LEAN STARTUP METHOD: A Visual Business Di...Rod King, Ph.D.
In his comment on the publication of Eric Ries's book, "The Lean Startup," Tim O'Reilly of O'Reilly Media states: "The Lean Startup isn't just about how to create a more successful entrepreneurial business; it's about what we can learn from those businesses to improve virtually everything that we do. I imagine Lean Startup principles applied to government programs, to health care, and to solving the world's great problems. It's ultimately an answer to the question: How can we learn more quickly what works and discard what doesn't?" It's been four years since "The Lean Startup Book" was published.
Although the Lean Startup Method is spreading rapidly, entrepreneurs and Lean Startups are struggling to apply the Lean Startup Method. With this presentation which introduces the paradigm of Lean Startup Playification & Gamification, entrepreneurs and organizations should be able to rapidly understand and apply the Lean Startup Method to projects in every corner of the planet.
Foundation structure of startup assessment is the startup lifecycle. we can Understand where a startup is in their lifecycle allows us to assess their progress. The startup life cycle is made of 6 stages of development, where each stage is made up of levels of sub stages.
VISION-STRATEGY-PRODUCT (VSP) Yacht: An Agile Plan to Rapidly Achieve Problem...Rod King, Ph.D.
It will soon be the third anniversary of the publication of Eric Ries's book, "The Lean Startup." The Lean Startup Method is the tsunami that will sweep all domains and levels of innovation. Yet sub-optimal tools like the BUSINESS MODEL CANVAS and LEAN CANVAS don't do justice to the power and versatility of the Lean Startup Method. The Vision-Strategy-Product (VSP) Yacht - which is based on Ries's VSP pyramid - visually presents a framework for comprehensively, rapidly, and correctly applying the Lean Startup Method.
http://goo.gl/m3iGdI
Matej Ftacnik - The Spot - Slovakia - Stanford Engineering - Feb 23 2015Burton Lee
Talk by Matej Ftacnik, Co-Founder - The Spot (SK), at Stanford on Feb 23 2015, in our session on 'Slovakia & Latvia :: Accelerators & Infographics Startups'.
Website: http://www.StanfordEuropreneurs.org
YouTube Channel: https://www.youtube.com/user/StanfordEuropreneurs
Twitter: @Europreneurs
Simpler Tools for Redesigning Business Models and Making Better DecisionsRod King, Ph.D.
This document contains a comprehensive set of tools for facilitating Blue Ocean Thinking and Decision-making as well as for designing Blue Ocean Business Models. The central concept, which ties all the tools, is the Value Quotient (VQ).
The VQ can be used as a universal metric of success and decision-making. Using the VQ allows anyone to introduce the concepts and tools of Blue Ocean Planning & Execution at any level in an organization.
1-Page Visual Tool for MILITARY Problem Solving, Project Planning, Improvemen...Rod King, Ph.D.
I recently developed the BCG-Business Model Court as a 1-Page Tool for UNIVERSAL Problem Solving, Project Planning, Improvement, and Innovation. In this presentation, the BCG-Business Model Court is customized in the form of a BCG-Business Model Wargame. This BCG-Business Model Wargame can be used for MILITARY Problem Solving, Project Planning, Innovation, and Improvement at any level. It is important that this presentation does not endorse war. The approach is purely academic as the tool can be used to explain as well as prevent wars (conflicts) in the military as well as other spheres of life. The BCG-Business Model Court should be regarded as a visual synthesis of tools for universal problem solving, project planning, improvement, and innovation. If we could use one platform and a common language for problem solving, project planning, improvement, and innovation, the world would be a much happier place.
A diverse team can throw any problem in any area of life to the BCG-Business Model Court while looking for ideal (win-win) solutions. The BCG-Business Model Court and Wargame allow a user to explore problems and solutions from multiple perspectives or stakeholders.
No startup business experiences the same journey to success, but there are general stages that most companies move through as they grow:
1) Validation
2) Product Development
3) Commercialization
4) Scale/Growth
The Center for Entrepreneurial Innovation (CEI) helps its clients through these stages of business development and offers best practices for each stage. Represented by an amazing lineup of speakers, including Hart Shafer (Innovation Coach / Founder, Theraspecs), Eric Miller (Principal, PADT Inc.), Nate Curran (Entrepreneur-in-Residence, CEI) and Russ Yelton (CEO, Pinnacle Transplant Technologies, "The Startup Lifecycle" presentation offers unique insights and best practices for entrepreneurs growing their business.
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.
The 4 Perspectives of BUSINESS MODEL PROJECT MANAGEMENT: Why Some Businesses ...Rod King, Ph.D.
In the world of business a dangerous gulf or schism exists between "Strategy" on the one hand and "Execution" on the other hand. Many Strategy projects are not implemented. And of those implemented, about 70% fail.
This presentation introduces the approach of "Business Model Project Management" as an approach to seamlessly integrate Strategy and Execution. Business Model Project Management assumes a "business model" as the unit of organization, analysis, and management of every project. The presentation introduces a novel tool called the "Business Model Diamond."
The Business Model Diamond is a visual checklist that can be used in projects involving business model documentation, improvement, innovation, and storytelling. Unique to the Business Model Diamond are its four (ICES) perspectives: Investor, Customer, Enterprise, and Strategist Perspectives. Successful businesses constantly keep these four perspectives in focus while trying to find a positive dynamic balance between them. In businesses that fail, the four perspectives are either fragmented or misaligned.
Cheat Sheet for LEAN STARTUP METHODOLOGY: One-Page Template and Illustration ...Rod King, Ph.D.
The Lean Startup Methodology is a fast growing "organism." Everyday, tools are emerging on how to translate into reality the ideas and principles in Eric Ries's book, "The Lean Startup." The Cheat Sheet for the Lean Startup Methodology presents a single template that illustrates key ideas, principles, and emerging tools of the Lean Startup Methodology. The Cheat Sheet is the only tool that can simultaneously be used as an "Experiment Board", "Business Model Canvas", and "Lean Canvas." The Cheat Sheet also seamlessly integrates ideas from Blue Ocean Strategy and Design Thinking.
Using the Cheat Sheet saves Lean Startup Practitioners enormous amount of time, money, and other resources when undertaking Lean Startup projects. The Cheat Sheet for the Lean Startup Methodology can also be used, in place of a traditional business plan, to visually tell the story of a Lean Startup as uses the "Business Model Yacht" to journey from the Red Ocean to the Blue Ocean.
http://goo.gl/Mrq92d
THE CUSTOMER DEVELOPMENT ROADMAP: A Minimum Viable Toolset for Systematically...Rod King, Ph.D.
Steve Blank's Customer Development Methodology presents a comprehensive approach for developing scalable startups. However, the current focus of Blank's book and the emerging Lean Startup methodology is on software companies.
This presentation introduces the Customer Development Roadmap which shows a visual and general approach for Customer Development. Also, the concept of the Blue Ocean Startup ('the ultimate startup') is introduced.
The Most Powerful Business Tool That Hardly Anybody Knows About: SpaceTime Fr...Rod King, Ph.D.
All tools in business planning, strategy, modeling, innovation, improvement, and change management can be related to and/or derived from one tool. The tool is called the "SpaceTime Fractal Grid." This presentation introduces the SpaceTime Fractal Grid which is the core tool for the methodology of Universal Problem Solving & Project Management. Using the SpaceTime Fractal Grid, one can rapidly discover and solve people-centered problems.
BUSINESS MODEL DEVELOPMENT FOR BLUE OCEAN STARTUPSRod King, Ph.D.
Static Business and Strategic Plans are fast becoming irrelevant in a world of rapid commoditization, great uncertainty, and limited resources especially for scalable startups. BUSINESS MODEL DEVELOPMENT (BMD) is emerging as a more dynamic, relevant, and cost-effective approach. However, tools for BMD are authored by different people and found in different books as well as websites. Finding a comprehensive set of tools for BMD is time-consuming.
This presentation, "Business Model Development for Blue Ocean Startups" is currently the only resource that integrates tools for BMD in a worksheet or template format that facilitates collaboration. The tools can instantly be used for your projects on business model discovery, validation, execution, and/or performance management.
Please note that this FREE & INTERACTIVE One-stop Toolkit is available for a LIMITED TIME.
Visionary House for Building a “People-Before-Profit” Economy & Ecosystem: A ...Rod King, Ph.D.
This presentation offers a fractal template for building a "PEOPLE-Before-Profit" Economy as well as Ecosystem. In simple terms, a PEOPLE-Before-Profit Economy involves exchanges and transactions in which the value of people especially employees and customers are placed first in lieu of short-term profit. This approach of PEOPLE Before Profit contrasts the traditional approach of Profit Before PEOPLE.
It is increasingly being realized that a culture of Profit Before PEOPLE creates "Bad Value" and in particular, "Bad Profit." Although a business may experience short-term profitability, the approach of Profit Before PEOPLE leads to high employee turnover, competitive disadvantage, and environmental degradation. Consequently, more and more people are looking for alternatives to the traditional approach of Profit Before PEOPLE.
The approach of PEOPLE Before Profit is not entirely new. Many authors or groups have been proposing ideas to disrupt or complement the approach of Profit Before PEOPLE. Approaches include Corporate Social Responsibility, Triple Bottom Line, Shared Value, Bottom of the Pyramid, Social Entrepreneurship, Conscious Capitalism, and Good Profit. However, there has not been any vibrant community outlining and driving an agenda of PEOPLE Before Profit. This is where Brad Fergusson and the PEOPLE Before Profit Group come in.
As Brad Fergusson usually comments, the PEOPLE Before Profit Group is a startup. In a recent article on LinkedIn, Brad summarized his vision for the PEOPLE Before Profit Group. I realized that Brad's paradigm of PEOPLE Before Profit extends to all projects and ventures focusing on PEOPLE Before Profit. In other words, the paradigm of PEOPLE Before Profit is a fractal. I therefore decided to visually summarize Brad's article and vision using my tool of the House of Strategy.
There are many advantages in using a House of Goals & Strategy (HoGS) to present the vision of PEOPLE Before Profit. For one, the House of Goals & Strategy is a one-page document that comprehensively illustrates the key parts of a project including its vision, purpose, core values, and strategy. Consequently, the WHO, WHY, WHAT, and HOW of the PEOPLE Before Profit paradigm can be rapidly understood and shared. Also, business models can be systematically developed using the House of Goals & Strategy as a frame of reference.
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.
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http://goo.gl/Rs0DqN
This presentation provides a framework for product managers and C-level executives to discuss and prioritise their product investments. Maintaining a practical focus, it condenses highlights from McKinsey's three horizons model and more recent successors developed by academics at Wharton and MIT.
The Business Model Envelope (BME) Ecosystem: How We Can Solve the World’s Pro...Rod King, Ph.D.
For years, I've been doing research on finding a simple way to discover and solve problems in any domain. The Business Model Envelope (BME) Ecosystem presents a simple but versatile tool for collaboratively discovering and solving problems in any domain.
BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Ex...Rod King, Ph.D.
In Silicon Valley, there is radical transformation in tools that are used for Business Planning, Strategy, and Execution. With regard to startups, the traditional and voluminous Business Plan is being widely and rapidly replace by one-page tools such as the Business Model Canvas and Lean Canvas. Traditional Waterfall Product Development has largely given way to more agile and human-centered methods such as in Design Thinking, Customer Development, and the Lean Startup methodology. There is also a plethora of tools that are based on the aforementioned frameworks.
In today's volatile, uncertain, complex, and uncertain environment especially in Silicon Valley (USA), there is a growing cacophony of tools that hardly speak to each other. The situation with lack of communication between tools is reminiscent of that of the biblical Tower of Babel. Consequently, productivity is lower than if there was one common language or platform that could be used for presenting and applying all tools for Business Planning and Execution in startups as well as established companies.
This presentation introduces the visual tool of the Business Model Scorecard which can be used for managing the performance of projects in startups as well as established companies. Based on Einstein's concept of SpaceTime, the Business Model Scorecard focuses on using a SpaceTime Hierarchy: Space or system is related to the question-tag of WHERE; Time is related to the question-tag of WHEN. Space or system is broken down further into four questions or "atoms." WHO, WHY, WHAT, and HOW. These 6 question-tags are seamlessly integrated in the tool of the Business Model Molecule which is one of three sections of the Business Model Scorecard, The other two sections are the time and space zones.
In this presentation, the Business Model Scorecard is presented as a visual platform that offers a shared language for Business Planning, Strategy, and Execution for startups as well as established companies. The Business Model Scorecard can be used for documenting how organizations, projects, and business models work as well as for managing their performances.
MISSION MODEL CANVAS vs. BUSINESS MODEL CANVAS: Mission-Driven Organizations ...Rod King, Ph.D.
In this presentation, the 4Q-Diamond is used to visually present the Business Model Canvas as well as Mission Model Canvas. In this way, the similarities and differences of the two tools can be identified. Further, each tool can be extended for more comprehensive and robust problem solving as well as project management.
The presentation shows the Mission Model Canvas vis-a-vis the Business Model Canvas.
THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual...Rod King, Ph.D.
Today, many startups and established organizations inadvertently practice "Fat Strategy" which leads to a lot of waste, unprofitability, and competitive disadvantage. This presentation features a Lean Strategy Canvas which can be used for eliminating Fat Strategy. The Lean Strategy Canvas is also helpful for projects that aim at delivering Awesome Customer Experiences (ACEs) as well as greater Shared Value (Profitability). The Lean Strategy Canvas is a core tool in the portfolio of tools for eliminating Fat Strategy.
Your insights and questions are welcomed.
http://goo.gl/Ml98y0
Business Periodic Table for CLASSIC LEAN STARTUP METHOD: A Visual Business Di...Rod King, Ph.D.
In his comment on the publication of Eric Ries's book, "The Lean Startup," Tim O'Reilly of O'Reilly Media states: "The Lean Startup isn't just about how to create a more successful entrepreneurial business; it's about what we can learn from those businesses to improve virtually everything that we do. I imagine Lean Startup principles applied to government programs, to health care, and to solving the world's great problems. It's ultimately an answer to the question: How can we learn more quickly what works and discard what doesn't?" It's been four years since "The Lean Startup Book" was published.
Although the Lean Startup Method is spreading rapidly, entrepreneurs and Lean Startups are struggling to apply the Lean Startup Method. With this presentation which introduces the paradigm of Lean Startup Playification & Gamification, entrepreneurs and organizations should be able to rapidly understand and apply the Lean Startup Method to projects in every corner of the planet.
Foundation structure of startup assessment is the startup lifecycle. we can Understand where a startup is in their lifecycle allows us to assess their progress. The startup life cycle is made of 6 stages of development, where each stage is made up of levels of sub stages.
VISION-STRATEGY-PRODUCT (VSP) Yacht: An Agile Plan to Rapidly Achieve Problem...Rod King, Ph.D.
It will soon be the third anniversary of the publication of Eric Ries's book, "The Lean Startup." The Lean Startup Method is the tsunami that will sweep all domains and levels of innovation. Yet sub-optimal tools like the BUSINESS MODEL CANVAS and LEAN CANVAS don't do justice to the power and versatility of the Lean Startup Method. The Vision-Strategy-Product (VSP) Yacht - which is based on Ries's VSP pyramid - visually presents a framework for comprehensively, rapidly, and correctly applying the Lean Startup Method.
http://goo.gl/m3iGdI
Matej Ftacnik - The Spot - Slovakia - Stanford Engineering - Feb 23 2015Burton Lee
Talk by Matej Ftacnik, Co-Founder - The Spot (SK), at Stanford on Feb 23 2015, in our session on 'Slovakia & Latvia :: Accelerators & Infographics Startups'.
Website: http://www.StanfordEuropreneurs.org
YouTube Channel: https://www.youtube.com/user/StanfordEuropreneurs
Twitter: @Europreneurs
Y Combinator Startup Class #12 : Building for the EnterpriseFabien Grenet
Slide utilisé dans le cours n°12 de la Y Combinator Startup Class de Standford (http://startupclass.samaltman.com/) donné par Aaron Levie.
Publiée sur slideshare pour pouvoir être intégrée à l'article http://startupeers.co/y-combinator-startup-class-12-building-for-the-enterprise/
How to fund your documentary like a startupBjarke Calvin
It's difficult to fund independent documentaries, especially if they are online, interactive and playing with new formats. But another way to approach it is to think like a startup, and consider investors, new business models etc. This is a presentation I did at iDocs in 2015.
Planifier, vendre et communiquer : un même combat pour convaincre les investisseurs.
Le porteur de projet innovant a trois postes essentiels à assumer en même temps :
- la stratégie de la startup
- le marketing de l'innovation pour les clients
- la communication du projet aux partenaires.
Pour ne pas se disperser, il est fondamental de ne pas traiter ses rôles les uns après les autres, mais de comprendre la discipline centrale qui est en jeu. On peut alors structurer de façon harmonieuse le développement du projet innovant et en assurer la cohérence interne en rentabilisant au maximum ses efforts.
Business Plan vs. Business Model vs. Strategy. Eliminate the Blah-Blah-Blah i...Rod King, Ph.D.
In the world of business today, there are 3 “Musketeer”-questions for which there seem to be a virtually infinite amount of answers or “Blah-Blah-Blah!” Entrepreneurs, strategists, investors, and academics alike are struggling to properly answer the 3 Musketeer-questions. The 3 Musketeer-questions are as follows:
What is a business plan?
What is a business model?
What is strategy?
Lack of consensus on the meaning of business plan, business plan, and strategy creates a lot of confusion regarding the conceptualization, planning, and management of business projects in startups as well as established organizations. in the absence of a shared understanding of what business plan, business model, and strategy means, lots of money, energy, and time are wasted on business projects. However, holistically examining and visually defining a business plan, business model, and strategy resolve nearly all of the conflicts between these terms.
The admittedly dense or multi-layered infographic above visually explores and synthesizes meanings of the terms of business plan, business model, and strategy. Also, similarities and differences between the terms can be visually observed. One advantage of the above 1-page infographic is that it could facilitate the creation of a shared visual language for exploring as well as discussing the terms of business plan, business model, and strategy. Visually and deeply understanding the diagram could eliminate the confusion between the terms.
As the saying goes, a picture is worth a thousand words. I’d say, a model is worth more than a thousand pictures. So, happy exploration.
Should you have further comments and questions, do let us know.
Steve Jobs' LEAN STARTUP PROJECT MANAGEMENT: How Steve Jobs Planned, Organize...Rod King, Ph.D.
Steve Jobs' approach to creating extraordinarily successful products is shrouded in mystery. This presentation introduces a new framework, "Lean Startup Project Management", which can be used to explain Steve Jobs' innovation methodology which was largely intuitive. As the name implies, Lean Startup Project Management focuses on translating into reality ideas and principles from Eric Ries's bestselling book, "The Lean Startup." The core tool of Lean Startup Project Management is the One-Page Lean Startup which is a multilevel dashboard. Whereas existing approaches focus on using a tactical dashboard for Lean Startup Project Management, the One-Page Lean Startup uses 3 integrated dashboards: visionary, strategic, and tactical One-Page Lean Startup. Users end up saving time, money, energy, and lots of other resources. Experiment with the One-Page Lean Startup and provide us with your feedback.
RAPID: Rough Agricultural Plot IDentifier. Un contador de árboles con softwar...Benito Zaragozí
En esta presentación se expone una aplicación de ejemplo realizada con C#, utilizando Aforge.NET. Dicha aplicación trata de distinguir si una parcela dada puede ser una plantación agrícola arbórea mediante el análisis de la Transformada de Hough, y luego se posibilita el conteo automático de los árboles. Al tratarse de un programa con finalidad didáctica los análisis se realizan para una sola parcela y por pasos muy definidos. No obstante, cabe pensar que su mayor utilidad vendría de un análisis masivo de parcelas.
Numbered sticky notes - students stuck these small sticky notes into their book at the appropriate spot. Helped them annotate the play.
Read the each scene aloud and then went back highlighting and annotating
Similar to BUSINESS MODEL MOVIEMAKING: Rapidly Visualize, Prototype, and Test Your BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model
BUSINESS MODEL PIVOTS: How Great Organizations Create and Sustain Competitive...Rod King, Ph.D.
It is an illusion to think that our environment is constant, that is, never changing. If the dinosaurs thought like that millennia ago, that must have been a big mistake. Natural environments are open systems and are in a constant state of flux; the business environment is no exception. Consequently, organizations that grow and thrive are once that are adaptive. In today's business parlance, organizations that create and sustain competitive advantage are the ones that "pivot" while maximizing their strengths and opportunities and minimizing their weaknesses and threats.
In the Lean Startup method, the concept of "pivot" refers to a transformation or structural change of a part of a business model. Such a pivot is made when a team faces an apparently insurmountable challenge in its environment. In this presentation, the concept of a pivot is liberally applied. Here a pivot applies to a non-problem-focused change in parts of a business model. In other words, pivots are applied here to generate ideas and hypotheses to be field tested especially with a view to disrupting traditional business models. Such pivots are necessary when designing game-changing business models.
The Business Model Spinner: A Fun Way to Improve Your Business Model Creativi...Rod King, Ph.D.
Invented by Dr. Rod King, the Business Model Spinner is a fun game to increase business model creativity, performance, and innovation. The Business Model Spinner effectively introduces the emergent approach of Business Model Gamification.
http://goo.gl/HNc6gX
How Apple Designs, Storyboards, and Launches EVERY GAME-CHANGING PRODUCTRod King, Ph.D.
Apple's extraordinary business success after the return of Steve Jobs is well known. Little known, however, is the process that Apple uses to design, innovate on, and launch products that disrupt industries and change conventional rules of the game. Below is presented the tool of the Red Ocean Disruption (ROD) Storyboard which can be used to simply and visually explain how Apple creates and edits "game-changing movies" for every product. The case of Apple Watch is presented as an example.
A New Way of Looking at Eric Ries's Vision-Strategy-Product (VSP) Pyramid: TH...Rod King, Ph.D.
Tucked away in Eric Ries's seminal book, "The Lean Startup," is probably the most important tool in the Lean Startup Methodology. It's on page 23 of the book and it does not even have a formal name in the book. I and other people are calling it, the "Vision-Strategy-Product (VSP) Pyramid." I'm now calling it Vision-Strategy-Pyramid (VSP) 1.0.
In my view, the VSP Pyramid 1.0 provides the single and most important conceptual framework for the classic Lean Startup method. The VSP Pyramid 1.0 is probably the most overlooked tool or weapon in the arsenal of a Lean Startup. Yet, deeply understanding the VSP Pyramid 1.0 can reveal nearly all the key ideas, principles, and tools of the Lean Startup Methodology.
A question, of which I constantly think is: Why is VSP Pyramid 1.0 so underused in the Lean Startup community? In other words, why is there such a great gap between the most holistic tool of the Lean Startup method and the many but disparate and ineffective tools that are used in the Lean Startup methodology?
My hypothesis is that the VSP Pyramid - with its mention of "Vision" and "Strategy" - is reminiscent of Business Planning. And as Steve Blank is wont to say, "No Business Plan survives first contact with a customer." In fact, 'antagonists' of the traditional business plan such as Alexander Osterwalder have gone as far as saying, "Burn Your Business Plan;" they've even held bonfires! I frankly feel that all this rhetoric about business planning and business plans is at best, misguided.
Rather than burn a business plan, we need a new type of business plan in this age of increasing volatility, uncertainty, complexity, and ambiguity. We need a lean business plan. My proposal is that we use a "Lean Plan" which is a Minimum Viable Plan of a tradition business or strategic plan.
The above Lean Plan, which is based on Eric Ries's VSP Pyramid, features the VSP Pyramid 2.0. The diagram above illustrates uses an "iceberg graphic organizer" which is tied to the concept of a Business Model Engine.
The Lean Plan or VSP Pyramid 2.0 can be used to rapidly generate, test, and validate ideas especially for the business model of a Lean Startup. Unlike in a traditional business plan, the Lean Plan is simple, easy, and fast to prepare as well as use. In addition, the strategy of a Lean Startup can be converted into operational hypotheses that can be rapidly tested with a view to validating or rejecting them. In addition, the Lean Plan facilitates visualization of concepts like Problem-Solution Fit, Product-Market Fit, Pirate Metrics, Validated Learning, Business Model, and Pivot.
If there's one tool that ties paradigm, ideas, principles, and tools of the Lean Startup methodology, it is the Lean Plan or Vision-Strategy-Product (VSP) Pyramid 2.0. If you're thinking of starting a project with great risk and uncertainty, your best bet is starting with a template of the Lean Plan.
Good luck ...
9-Gear Business Model Yacht: Visually Document, Test, and Validate PROFITABIL...Rod King, Ph.D.
A few days ago, I bought an interesting book on arguably business's hottest topic: Business Model Innovation. The book, "Gear Up," is written by Lena Ramfelt, Jonas Kjellberg, and Tom Kosnik. Gear Up is a well written book and covers 9 "Gears" or elements of a business model. Notable missing elements or building blocks are "Value Proposition," "Cost Structure," and "Product/Service." However, these elements are covered in the discussion of other Gears. Also, some descriptions of the Gears such as "Customer Acquisition" and "Team" are too specific. This specificity may lead some practitioners to omit valuable information that relates to their business model. I would suggest the use of "Channels" for "Customer Acquisition" and "Internal Resources" for "Team." Finally, "Profit" is not highlighted as a Gear.
What I particularly like about the Gear Up book is its focus and information presented under the Gear of "Team." Unlike in many books on business model innovation, Gear Up discusses the number and type of members required to form a team that is likely to deliver successful business model innovation. In addition, the Gear Up framework explicitly considers "Competitors" and in particular, Competitive Strategy in terms of Blue Ocean Strrategy.
Although the content of Gear Up is great especially when combined with its checklist of questions at the end of each chapter, the book does not present a graphic, template, or worksheet that facilitates the collection and organization of ideas on a business model. Consequently, in this presentation, I offer the Business Model Yacht as a multi-level system framework for visually organizing and managing ideas on each Gear of a business model. Use of the 9-Gear Business Model Yacht ensures that ideas for business models are rapidly documented, tested, and validated with a view to discovering and scaling a profitable business model. Hopefully, purchasers and readers of the 9-Gear book would find this enhancement useful. Your feedback would be appreciated.
Business Model CANVAS vs. Business Model STRIP: Save More Money, Energy, and ...Rod King, Ph.D.
The above presentation focuses on answering the question: In volatile time, what tool would you use for rapidly and inexpensively prototyping business models?
The Business Model Tree: 3 Simple Ways to Visualize a Business Model & Have "...Rod King, Ph.D.
What is a business model? That is the question that every organization must ask and collaboratively answer.
Currently, there's no consensus regarding the definition and visualization of a business model. However, the above presentation increases a 1-page definition and visualization of a business model to which all other business model definitions and visualizations relate. Hopefully, the above presentation would help the business community develop a shared language and understanding of what a business model means.
4Q-Canvas: 4 Questions for Discovering and Solving Customer Problems EverywhereRod King, Ph.D.
There are myriad problems in the world. However, problems are discovered and solved using just 4 basic questions: Why? Who? What? How? These 4 Questions (4Q) are mainly presented using a blank template of the 4Q-Canvas. Nevertheless, some other visual templates such as the 4Q-Iceberg and 6Q-Star are shown.
Also, included are variations of the 4Q-Canvas for problem discovery and solving in various domains. This presentation illustrates the power of using the 4Q-Canvas for Universal Problem Solving.
4Q-Business Model Model Strip: DNA of a Faster, Simpler, and Scalable Busines...Rod King, Ph.D.
Of all approaches for business growth, the approach of creating game-changing business model innovation is widely acclaimed as the most profitable and defensible way of growing a business. However, the art and science of creating game-changing business models is little understood. In short, Business Model Mechanics is a nascent field where intuition prevails over systematic tools.
Currently, the most common tool for visualizing or prototyping a business model is Alex Osterwalder's Business Model Canvas. However, with its 9 building blocks, the Business Model Canvas is complex to learn as well as slow and difficult to apply especially for startups. There are just "too many balls in the air" when using the Business Model Canvas especially when finding Problem-Solution Fit for a startup. Also, the logic behind the visual design of the Business Model Canvas is not obvious or intuitively aligned with the simple definition of a business model: "A business model describes how a business sustainably makes money." This non-obvious logic has resulted in many modifications to the original Business Model Canvas and "non-business model diagrams" being the outcome.
Based on Rod King's Business Model Strip, the 4Q-Business Model Strip introduces a simpler, faster, and scalable tool for visualizing and prototyping business models. The "4Q" refers to the 4 questions on which the Business Model Strip is based: Why? Who? What? How?
The Global Business Model (GBM) Plan for Improving Wellness of Healthcare and...Rod King, Ph.D.
There are many pundits who say that the US Healthcare Industry is sick and about to be massively disrupted as well as made leaner. How should an organization in the Healthcare Industry rapidly sense and respond while making changes to their business model? In the expected healthcare environment, which would be volatile, uncertain, complex, and ambiguous, should organizations use their traditional strategic and business plans.
The traditional strategic or business plan has much in common with the now extinct dinosaurs. Traditional strategic and business plans are voluminous, rigid, and slow to respond to disruptive environmental changes. To survive and thrive in a massively disruptive environment, organizations must have lean and adaptive strategic/business plans.
To date, there are several one-page documents that are being used in place of the traditional strategic/business plan. Examples include the One-Page Business Plan and the Business Model Canvas. Although the One-Page Business Plan and Business Model Canvas are lean and flexible, these documents do not use a holistic approach that is required for healthcare ecosystems. This presentation therefore introduces the Global Business Model (GBM) Plan, which integrates on a single page the Business Model Canvas and the Business Model Environment. The GBM Plan also provides a platform for mixing and matching tools for improving and innovating on business models.
THE CUSTOMER DEVELOPMENT ROADMAP FOR BLUE OCEAN STRATEGISTSRod King, Ph.D.
Blue Ocean Strategy - which has the stated goal of creating an uncontested market space while making competitors irrelevant - presents a creative and visual approach for developing Business Strategy. As a tool for creating scalable startups, Blue Ocean Strategy focuses on what Steve Blank calls "Customer Discovery" in his four stage process of Customer Development. The other stages of Blank's Customer Development Methodology are Customer Validation, Customer Creation, and Company Building.
This presentation introduces a visual tool, the Customer Development Roadmap, for integrating ideas from Blank's Customer Development Methodology and Kim & Mauborgne's Blue Ocean Strategy. The Customer Development Roadmap facilitates the learning and application of the Customer Development methodology as well as provides a visual framework for executing Blue Ocean Strategy especially for a scalable startup. A key goal of the Customer Development Roadmap is to better manage the development and reduce the risk of failure of Blue Ocean Startups.
The AMBIDEXTERITY LEARNING CYLCE: How to Continuously Discover and Solve Big ...Rod King, Ph.D.
This presentation features the Ambidexterity Learning Cycle and in particular, the OTHER Loop. OTHER is an an acronym for Observe; Think; Hypothesize; Experiment (Execute); Reflect. OTHER describes how every organism learns and improves with a view to discovering and resolving trade-offs or problems The OTHER Loop can be rapidly and repeatedly applied to resolve trade-offs and solve Big Urgent Market Problems (BUMPs).
Dream Viability Testing: Quickly and Cheaply Test the Viability of Your Dream...Rod King, Ph.D.
Consider this scenario which is a “Hollywood version” of a business case that I read several years ago in the book, “Discovery-Driven Growth,” by Rita Gunther McGrath and Ian MacMillan. The character, Bob, is a figment of my imagination.
Bob, a father of two young girls, was recently made redundant. Bob is desperate to pursue his dream business idea of owning an antique toy store. However, Bob is seeking advice on the best tool for testing the viability of his dream idea. The options at the top of Bob’s mind are as follows:
Option 1: INTUITION ("JUST DO IT")
Based on gut feeling and experience: rent store, buy antique toys, open store to public, and see what happens. Hopefully, monthly revenue from the sale of antique toys will be more than his monthly operating cost.
Option 2: TRADITIONAL BUSINESS PLAN
Spend 8 weeks attending an evening course on writing a (theoretical) business plan for the antique toy store. Thereafter, launch the project and open the antique toy store according to the schedule or “waterfall” of activities in the business plan.
Option 3: BUSINESS MODEL CANVAS/CUSTOMER DEVELOPMENT STACK
First, document the proposal (hypotheses) for the antique toy store using the tool of the Business Model Canvas. Then, according to principles of Steve Blank’s Customer Development methodology, “Get Out Of the Building” and talk to at least 50 prospective customers and other stakeholders. Test and validate/reject hypotheses for each of the 9 building blocks of the Business Model Canvas.
Option 4: LEAN STARTUP METHOD
Start by building a Minimum Viable Product (MVP) for the antique toy store. The objective is to rapidly learn about what works and what does not work regarding outcomes that customers want and can pay for. Rapidly use the iterative loop of “Build-Measure-Learn” to find problem-solution fit as well as product-market fit.
Option 5: DISCOVERY-DRIVEN PLANNING
The first step is to prepare a “Reverse Income Statement (RIS)” to check whether the opportunity or profitability of such an antique toy store is worthwhile. Also, the Reverse Income Statement would reveal “profitability-assumptions and hypotheses” of a business model that should be tested, validated, and/or rejected.
In your opinion, which of the above options would be best for Bob? And why?
My own recommendation is for Bob to use the methodology of Profit Model Analysis and Design (PMAD) for his task of Dream Viability Testing. PMAD is a seamless visual synthesis of the above tools. PMAD consists of three activities as follows:
#1: Visualize the desired profitability of your business model
#2: Design and test your value proposition model
#3: Launch and manage a scalable value creation model
For details of applying PMAD to the above case study, see http://goo.gl/2HAN00
So, once again, which option would be best for Bob in pursuing his dream business idea of owning and running his antique toy store?
"Mother of Models (MOM)" for Marketers, Innovators, Communicators, Economists...Rod King, Ph.D.
In 1948, Claude Shannon published an article, "A Mathematical Theory of Communication." Shannon's article laid the foundation of what later became the "Shannon-Weaver Model" of communication. Shannon is generally regarded as the father of Information Theory.
The applicability of the Shannon-Weaver Model is so wide that the model has been called the "Mother Of Models (MOM)." The presentation below shows the Mother of all Models superimposed on the 4Q-Business Model Strip. The resulting model has applications in many domains including yours.
I've previously positioned and presented examples of the 4Q-Business Model Strip as a tool for Universal Problem Discovery and Solving as well as for documenting, creating, and managing ideas for game-changing business models. Overlaying the Shannon-Weaver Model on the 4Q-Business Model Strip means that we can transfer over 50 years of the body of knowledge on the Shannon-Weaver Model to projects using the 4Q-Business Model Strip. The above 4Q-Business Model Strip is particularly useful to MICES (Marketers; Innovators; Communicators; Economists; Strategists) in startups as well as big corporations.
What do you think?
ROD Storyboard for "Pirate Metrics" and Other Indicators for Business Model D...Rod King, Ph.D.
In the early 1990s, Robert Kaplan and David Norton designed the Balanced Scorecard as a tool to facilitate the execution of business strategy. Rather than rely solely on a financial perspective, the Balanced Scorecard introduced upstream and midstream perspectives such as for Learning & Growth, Internal Processes, and Customer. Kaplan and Norton originally designed the Balanced Scorecard as a dashboard that features 4 Perspectives: Learning and Growth; Process; Customer; Financial. Many people and organizations consider 4 perspectives as too limited for comprehensively managing the performance of a business model. Consequently, they have suggested other perspectives. Also, startups generally do not use the Balanced Scorecard especially since they do not focus on deliberately developing business/competitive strategy. Instead, startups are increasingly using Dave McClure's "Pirate metrics" which are summarized by the acronym, AARRR: Acquisition, Activation, Retention; Referral; Revenue. Pirate metrics are usually not formally presented in a dashboard format. The ROD Storyboard provides a holistic layout that accommodates the perspectives of the Balanced Scorecard as well as Pirate metrics. In fact, the ROD Storyboard can be used as a dashboard for presenting any set of metrics. Consequently, the ROD Storyboard can be used to manage the performance of any project or business model.
http://goo.gl/cHAN9n
THINKING DIFFERENT: A Business DNA Map for bmg book projectRod King, Ph.D.
This presentation introduces the Business DNA Map which is a visual tool for documenting, organizing, and managing business models at multiple levels. Unlike in other tools, the Business DNA Map can be used to present a "One Minute Business Model."
Similar to BUSINESS MODEL MOVIEMAKING: Rapidly Visualize, Prototype, and Test Your BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model (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.
RMD24 | Debunking the non-endemic revenue myth Marvin Vacquier Droop | First ...BBPMedia1
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.
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Memorandum Of Association Constitution of Company.pptseri bangash
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.
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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.
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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
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.
Attending a job Interview for B1 and B2 Englsih learnersErika906060
It is a sample of an interview for a business english class for pre-intermediate and intermediate english students with emphasis on the speking ability.
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.
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.
What are the main advantages of using HR recruiter services.pdfHumanResourceDimensi1
HR recruiter services offer top talents to companies according to their specific needs. They handle all recruitment tasks from job posting to onboarding and help companies concentrate on their business growth. With their expertise and years of experience, they streamline the hiring process and save time and resources for the company.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
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.
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.
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/
BUSINESS MODEL MOVIEMAKING: Rapidly Visualize, Prototype, and Test Your BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model
1. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
"You
can
have
the
best
technology,
you
can
have
the
best
business
model,
but
if
the
storytelling
isn't
amazing,
it
won't
maDer."
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
2. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
DISRUPTION
PROBLEM
(Trade-‐off)
IDEAL
SOLUTION
(Zero
Trade-‐off)
ENVIRONMENT
(Trade-‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)
3. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
CONVENTION
VISION
DISRUPTION
ENVIRONMENT
(Trade-‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)
4. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
CONVENTION
VISION
DISRUPTION
1 3 2
ENVIRONMENT
(Trade-‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
0
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)
5. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
1 3 2
Industry/Market
(Job
To
Get
Done):
……………………………………………………………………………………………………………………………………….
ENVIRONMENT
(Trade-‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
0
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)
6. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
1 3 2
Industry/Market
(Job
To
Get
Done):
……………………………………………………………………………………………………………………………………….
OTHER
Loop
ENVIRONMENT
(Trade-‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
0
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)
7. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
1 3 2
Industry/Market
(Job
To
Get
Done):
……………………………………………………………………………………………………………………………………….
OTHER
Loop
TO
DO
DONE
DOING
ENVIRONMENT
(Trade-‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
0
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)
8. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
(How
best
to
change
&
win?)
Strategy
Product
(Current
Business
Model
Trade-‐off)
Vision
(Future
Business
Model
Trade-‐off)
OTHER
Loop
(Build-‐Measure-‐Learn
Loop)
Red
Ocean
Disrup5on
(ROD)
Storyboard
for
Lean
Startup
Movies
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
TO
DO
DONE
DOING
ENVIRONMENT
(Trade-‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)
9. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
(How
best
to
change
&
win?)
Product
(Current
Business
Model
Trade-‐off)
Vision
(Future
Business
Model
Trade-‐off)
Industry/Market
(Job
To
Get
Done):
Travel
from
one
place
to
another
…
quickly
and
safely
1 3 2
OTHER
Loop
(Build-‐Measure-‐Learn
Loop)
Red
Ocean
Disrup5on
(ROD)
Storyboard
for
Lean
Startup
Movies
How
Apple/Steve
Jobs
Simply
Created
a
Business
Model
Movie
That
Disrupted
the
Music
Industry
Example
TO
DO
DONE
DOING
ENVIRONMENT
(Trade-‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
0
(How
best
to
change
&
win?)
Strategy
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)
10. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
for
Lean
Startup
Movies
How
Apple/Steve
Jobs
Simply
Created
a
Business
Model
Movie
That
Disrupted
the
Music
Industry
Product
(Current
Business
Model
Trade-‐off)
Vision
(Future
Business
Model
Trade-‐off)
Industry/Market
(Job
To
Get
Done):
Listen
to
music
(song
collec`on/library)
…
everywhere
1 3 2
Example
OTHER
Loop
(Build-‐Measure-‐Learn
Loop)
TO
DO
DONE
DOING
ENVIRONMENT
(Trade-‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
0
(How
best
to
change
&
win?)
Strategy
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)
11. How
to
Simply,
Effec5vely,
and
Quickly
Tell
BUSINESS
MODEL
STORIES
13. A
Business
Story
Theater
Is
A
1-‐Page
Diagram
or
Snapshot
of
A
Business
System
Hierarchy
at
a
Given
Point
in
Time:
Defini5on
of
“Business
Story
Theater”
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
q Business
System:
Enterprise
(Business
Model)
q Local
Environment:
Industry/Market
q Global
Environment
Business
Model
(System)
Environment
(Global)
Industry
(Market)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
14. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
CONTEXT
(Strategic
Choices):
Where
and
when
to
differently
compete/play/win?
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
15. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
CONTEXT
(Strategic
Choices):
Where
and
when
to
differently
compete/play/win?
BUSINESS
MODEL
CHOICES
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
16. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
ENVIRONMENT
(Global:
Job
To
Get
Done;
Problem;
Trade-‐off)
INDUSTRY
(Market:
Job
To
Get
Done;
Problem;
Trade-‐off)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
17. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
MODEL
STORY
ENVIRONMENT
(Global:
Job
To
Get
Done;
Problem;
Trade-‐off)
INDUSTRY
(Market:
Job
To
Get
Done;
Problem;
Trade-‐off)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
18. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
MODEL
(Enterprise)
ENVIRONMENT
(Global:
Job
To
Get
Done;
Problem;
Trade-‐off)
INDUSTRY
(Market:
Job
To
Get
Done;
Problem;
Trade-‐off)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
19. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
MODEL
(Enterprise)
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-‐off)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
21. BUSINESS
MODEL
CLASSIFICATION
SYSTEM
(Taxonomy)
Business
Model
PLATFORM
Business
Model
PIPE
2-‐SIDED
MARKET/
Business
Model
MULTI-‐SIDED
MARKET/
Business
Model
1-‐SIDED
MARKET/
Business
Model
Pipe
Diamond
Valley
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
22. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
SUPPLIER
Customer
One-‐sided
Market/Business
Model
-‐
Chain
(Pipe)
Examples
u Single
Product
Factory
u Encyc.
Britannica
u Tradi<onal
Taxi
u Tradi<onal
Hotel
u iPod
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-‐off)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
23. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
SUPPLIER
Customer
Customer
Two-‐sided
Market/Business
Model
-‐
Valley
(Pladorm)
Examples
u Two
Product
Factory
u Wikipedia
u Uber
u Airbnb
u iPod/iTunes
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-‐off)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
24. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
Mul5-‐sided
Market/Business
Model
-‐
Diamond
(Pladorm)
SUPPLIER
Customer
Customer
Customer
Examples
u Mul<-‐Product
Factory
u Google
(Search)
u eBay
u Amazon
u iPhone/App
Store
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-‐off)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
26. “The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Joan
MagreTa
27. “The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Joan
MagreTa
Who?
What?
How?
Why?
28. “The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Joan
MagreTa
Who?
What?
How?
Why?
29. “The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Joan
MagreTa
Who?
What?
How?
Why?
Supplier
Product/Service
Customer
Value
(Profit)
30. “The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Joan
MagreTa
Who?
What?
How?
Why?
Supplier
How
does
supplier
or
enterprise
create
value
for
customers?
Product/Service
What
do
customers
value?
Customer
Who
are
the
customers?
Value
(Profit)
Why
does
enterprise
make
money,
profit,
or
win?
31. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Joan
MagreTa
32. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Joan
MagreTa
Who?
What?
How?
Why?
33. Joan
MagreTa’s
STORY-‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Who?
How?
Why?
C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
What?
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
34. Who?
How?
Why?
Joan
MagreTa’s
STORY-‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
What?
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
35. Joan
MagreTa’s
STORY-‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Who?
How?
Why?
Business
Model
Story
(BMS)
View
What?
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
36. Joan
MagreTa’s
STORY-‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Who?
How?
Why?
u V
A
L
U
E
C
A
P
T
U
R
E
u V
A
L
U
E
C
R
E
A
T
I
O
N
u V
A
L
UE
D
E
L
I
V
E
R
Y
Business
Model
Func<on
(BMF)
View
What?
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
37. Joan
MagreTa’s
STORY-‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Who?
How?
Why?
u VALUE
MAP
Engine
u ENTERPRISE
Engine
u CUSTOMER
GROWTH
Engine
Business
Model
Engine
(BME)
View
What?
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
38. Joan
MagreTa’s
STORY-‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Who?
How?
Why?
v FINANCIAL
Perspec5ve
v CUSTOMER
Perspec5ve
v LEARNING
&
GROWTH
Perspec5ve
v PROCESS
Perspec5ve
Balanced
Scorecard
(BSC)
View
What?
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
39. Joan
MagreTa’s
STORY-‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Who?
How?
Why?
Ø VALUE:
PROFIT
(MARGIN)
Ø DEMAND
INFRASTRUCTURE
Ø SUPPLY
INFRASTRUCTURE
Value
Infrastructure
View
Ø OFFER
What?
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
40. Joan
MagreTa’s
STORY-‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Who?
How?
Why?
q Suppliers/Inputs
(KP)
q Key
Resources
(KR)
q Key
Ac`vi`es
(KA)
q Customer
Segments
(CS)
q Channels
(CH)
q Customer
Rela`onships
(CR)
q Product/Service
(PS)
q PAIN
(Cost/Structure:
C$)
q DELIGHT
(Revenue
Streams:
R$)
q Profit
Margin
(P$);
Strategy/Value
Proposi`on
(VP)
Advanced
Business
Model
Canvas
(BMC)
View
What?
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
41. Joan
MagreTa’s
STORY-‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Who?
How?
Why?
q Firm
Infrastructure
q HR
Management
q Technology
Development
q Procurement
q Inbound
LogisZcs
q OperaZons
q Outbound
LogisZcs
q MarkeZng
&
Sales
q Service
q Profit
Margin
Value
Chain
(VC)
View
What?
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
43. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
“A
business
model
presents
a
coherent
story
of
why
and
how
a
business
sustainably
wins
customers
and
makes
profit
or
shares
value.”
Rod
King
Who?
How?
Why?
What?
44. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
Startups
and
Established
Companies
Must
Rapidly
Create
and
Manage
Red
Ocean
Disrup5on
(ROD)
Storyboards:
Stories
About
How
Red
Ocean
Business
Models
are
Disrupted
By
Ideal
(Blue)
Ocean
Business
Models
Who?
How?
Why?
What?
45. A
Red
Ocean
Disrup5on
(ROD)
Storyboard
Is
Dynamic
Visual
Template
That
Answers
4
Fundamental
Ques5ons
Of
A
Change
Management
Project
Current
Ecosystem
(Business
Model):
What
to
Change?
Future
Ecosystem
(Business
Model):
To
What
to
Change?
Strategy:
How
Best
to
Change
&
Win?
What
Really
is
a
Red
Ocean
Disrup5on
(ROD)
Storyboard?
1
3
2
Environment:
Why
Change?
0
46. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
Note
OTHER
is
an
acronym
for
Observe;
Think;
Hypothesize;
Experiment;
Reflect.
The
OTHER
Loop
is
a
generic
tac`c
for
itera`vely
achieving
goals,
objec`ves,
strategies,
and
targets.
ENVIRONMENT
(Trade-‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)
47. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
ENVIRONMENT
(Trade-‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)
48. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
CONVENTION
VISION
DISRUPTION
ENVIRONMENT
(Trade-‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)
49. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
ENVIRONMENT
(Trade-‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)
50. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
ENVIRONMENT
(Trade-‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)
51. Present
(“As
Is”)
Future
(“To
Be”)
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
52. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Infancy
Birth
Growth
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
Maturity
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
53. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Infancy
(Shaping
Strategy)
Birth
(AdapZve
Strategy)
Growth
(Visionary
Strategy)
Maturity
(Classic
Strategy)
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
54. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
55. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
56. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
57. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
58. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Prototype
Pretotype
Pilot
Full-‐scale
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
59. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Customer
Valida5on
(Startup)
Customer
Discovery
(Startup)
Company
Crea5on
Company
Building
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
60. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Problem-‐Solu5on
Fit
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
61. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Product-‐Market
Fit
Problem-‐Solu5on
Fit
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
62. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Product-‐Market
Fit
Problem-‐Solu5on
Fit
Business
Model
Fit
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
63. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Product-‐Market
Fit
Problem-‐Solu5on
Fit
Business
Model
Fit
Scaling
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
64. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
65. Present
(“As
Is”)
Future
(“To
Be”)
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
66. Present
(“As
Is”)
Future
(“To
Be”)
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
q Reality/Facts
(External
&
Internal
Trade-‐offs)
67. Present
(“As
Is”)
Future
(“To
Be”)
Business
Model
Resources/
Value
Factors
&
Trade-‐offs
q S:
Strengths
(1-‐10)
q W:
Weaknesses
(1-‐10)
q O:
Opportuni5es
(1-‐10)
q T:
Threats
(1-‐10)
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
q Reality/Facts
(External
&
Internal
Trade-‐offs)
68. Present
(“As
Is”)
Future
(“To
Be”)
q Core
Purpose/Mission
q Vision
q Core
Values
q Goal
q Objec5ves/“Jobs”
(Physical/Intellectual/
Emo`onal/Spiritual)
Business
Model
Resources/
Value
Factors
&
Trade-‐offs
q S:
Strengths
(1-‐10)
q W:
Weaknesses
(1-‐10)
q O:
Opportuni5es
(1-‐10)
q T:
Threats
(1-‐10)
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
q Reality/Facts
(External
&
Internal
Trade-‐offs)
69. Present
(“As
Is”)
Future
(“To
Be”)
q Core
Purpose/Mission
q Vision
q Core
Values
q Goal
q Objec5ves/“Jobs”
(Physical/Intellectual/
Emo`onal/Spiritual)
q ROD
Strategy/Tac5cs/Targets
-‐ Minimize
Weaknesses/Threats/
Pain/Risks/Disadvantages
-‐ Maximize
Strengths/Opportuni5es/
Delight/Rewards/Advantages
-‐ Rapidly
Experiment
&
Learn
(4
Heuris`cs):
• OTHER:
Observe;
Think;
Hypothesize;
Experiment;
Reflect
• OODA:
Observe
SWOT;
Orient;
Decide;
Act
• BML:
Build-‐Measure-‐Learn
Loop
• ERIC
(R.O.D.
Disrup5on):
Eliminate;
Reduce;
Increase;
Create
Business
Model
Resources/
Value
Factors
&
Trade-‐offs
q S:
Strengths
(1-‐10)
q W:
Weaknesses
(1-‐10)
q O:
Opportuni5es
(1-‐10)
q T:
Threats
(1-‐10)
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
q Reality/Facts
(External
&
Internal
Trade-‐offs)
70. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
A
Red
Ocean
Disrup5on
(ROD)
Story
Hardly
Plays
Out
As
Planned
or
WriDen
in
Detail
OTHER
Loop
Red
Ocean
(“As
Is”)
Business
Model
Ideal/Blue
Ocean
(“To
Be”)
Business
Model
World-‐class
Coaching
on
Business
Model
Moviemaking
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Than
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Ambidextrous
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Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
71. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
Does
Any
Planned
Blue
Ocean
Business
Model
Survive
First
Contact
With
Customers?
OTHER
Loop
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
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Than
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Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
Red
Ocean
(“As
Is”)
Business
Model
Ideal/Blue
Ocean
(“To
Be”)
Business
Model
72. VALUE
MAP
BLUE
OCEAN
RED
OCEAN
(+):
DELIGHT
Low
(1)
High
(10)
Low:
(1)
High:
(10)
SWEET
SPOT
LUXURY
SPOT
DISRUPTION
SPOT
(-‐):
PAIN
Job
To
Be
Done
(Market/Goal):
……………………………………………………………………………………………………………….…………….
Big
Urgent
Market
Problem
(BUMP):
……………………………………………………………………………………………………………………..
73. VALUE
MAP
BLUE
OCEAN
RED
OCEAN
(+):
DELIGHT:
Differen5a5on
Low
(1)
High
(10)
Low:
(1)
High:
(10)
SWEET
SPOT
LUXURY
SPOT
DISRUPTION
SPOT
(-‐):
PAIN:
Cost
Job
To
Be
Done
(Market/Goal):
……………………………………………………………………………………………………………….…………….
Big
Urgent
Market
Problem
(BUMP):
……………………………………………………………………………………………………………………..
75. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
BUSINESS
PLOT
(STRATEGY
STORY)
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-‐off)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
76. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
BUSINESS
PLOT
(STRATEGY
STORY)
UPPER
Stage
LOWER
Stage
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-‐off)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
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Than
$10/Month:
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Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
77. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
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Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
BUSINESS
PLOT
(STRATEGY
STORY)
Center
Stage
Back
Stage
Front
Stage
LOWER
Stage
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-‐off)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
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Than
$10/Month:
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Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
78. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
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Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
Who?
What?
How?
Why?
BUSINESS
PLOT
(STRATEGY
STORY)
Center
Stage
Back
Stage
Front
Stage
LOWER
Stage
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-‐off)
World-‐class
Coaching
on
Business
Model
Moviemaking
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Econgineering
for
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Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
79. Rapidly
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Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
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Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
Product
Stage
Enterprise
Stage
Customer
Stage
VALUE
Stage
Who?
What?
How?
Why?
BUSINESS
PLOT
(STRATEGY
STORY)
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-‐off)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
80. Rapidly
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Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
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Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
Product
Stage
Enterprise
Stage
Customer
Stage
VALUE
Stage
Who?
What?
How?
Why?
BUSINESS
PLOT
(STRATEGY
STORY)
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-‐off)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
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Than
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Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
81. Rapidly
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Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
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Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
Product
Stage
Enterprise
Stage
Customer
Stage
VALUE
Stage
Who?
What?
How?
Why?
BUSINESS
PLOT
(STRATEGY
STORY)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
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Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
82. Rapidly
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Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
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Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
Product
Stage
Enterprise
Stage
Customer
Stage
VALUE
Stage
Who?
What?
How?
Why?
q Suppliers/Inputs
(KP)
q Key
Resources
(KR)
q Key
Ac`vi`es
(KA)
q Customer
Segments
(CS)
q Channels
(CH)
q Customer
Rela`onships
(CR)
q Product/Service
(PS)
q PAIN
(Cost/Structure:
C$)
q DELIGHT
(Revenue
Streams:
R$)
q Profit
Margin
(P$);
Strategy/Value
Proposi`on
(VP)
World-‐class
Coaching
on
Business
Model
Moviemaking
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for
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Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
83. Product
Stage
Enterprise
Stage
Customer
Stage
VALUE
Stage
Who?
What?
How?
Why?
Story
ENTERPRISE
(Team;
Core
Competence)
PRODUCT
CUSTOMER
FINANCE
Rapidly
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Business
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Value
Proposi5on
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Theater
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Story,
Value
Proposi5on,
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Business
Model
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Business
Model
Moviemaking
&
Econgineering
for
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Than
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Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
84. Product
Stage
Enterprise
Stage
Customer
Stage
VALUE
Stage
Who?
What?
How?
Why?
Editor
PRODUCT
CUSTOMER
FINANCE
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Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
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Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
ENTERPRISE
(Team;
Core
Competence)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
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Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
86. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
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Your
Business
Plot
and
Value
Proposi5on
4Q-‐Business
Model
Strip
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Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
87. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
88.
C:
Customer
(Subject)
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
Context:
Place/Time;
Trigger
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
89.
C:
Customer
(Subject)
S:
Supplier
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
Context:
Place/Time;
Trigger
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
90.
C:
Customer
(Subject)
S:
Supplier
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
Context:
Place/Time;
Trigger
Job
To
Get
Done
(Outcome;
Value:
Delight;
Pain)
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
91.
C:
Customer
(Subject)
S:
Supplier
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
Object
Job
To
Get
Done
(Outcome;
Value:
Delight;
Pain)
hires
operates
on
[verb:
wants]
Context:
Place/Time;
Trigger
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
93. A
Business
(Enterprise)
Plot
Describes
A
Minimum
Viable
Story
of
A
Business
(Plan):
The
Simplest
Descrip`on
of
An
Enterprise’s
Supply
Chain
or
A
Minimum
Business
Model
BIG
BANG
BUSINESS
(BBB)
TOOL
94. A
Business
(Enterprise)
Plot
Is
The
First
Stage
in
The
Evolu5on
of
a
Classic
Business
Plan
BIG
BANG
BUSINESS
(BBB)
TOOL
A
Classic
Business
Plan
involves
a
detailed
(long)
future
story
that
coherently
explains
why
and
how
a
business
would
sustainably
win
customers
and
make
profit
or
share
value
95. 5
Stages
in
the
Evolu5on
of
a
Classic
Business
Plan
Tools
for
Rapidly
Planning,
Crea5ng,
and
Managing
an
Ambidextrous
Growth
Strategy
for
Enduring
Compe55ve
Advantage
A
Business
Plan
is
like
a
bu;erfly.
It
metamorphosizes
from
a
Strategy
Story
and
Value
ProposiZon
Story
through
a
Business
Model
Story
to
a
Strategy
Map
and
Classic
Business
Plan.
Five
Stages
in
the
Evolu5on
of
a
Classic
Business
Plan
VALUE
PROPOSITION
STORY
CLASSIC
BUSINESS
PLAN
BUSINESS/ENTERPRISE
PLOT
(Strategy
Story)
STRATEGY
MAP
(BSC)
BUSINESS
MODEL
STORY
1
2
3
4
5
Simple
(Abstract;
Flexible)
Complex
(Detailed;
Rigid)
Short
Story
Long
Story
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
96. Explore
BUSINESS
MODEL
STORY
Ramp
up
Reconfigure
Pretotype
Prototype
CONTINUOUS
INNOVATION
AMBIDEXTROUS
GROWTH
STRATEGY
Exploit
CONTINUOUS
IMPROVEMENT
VALUE
PROPOSITION
STORY
CLASSIC
BUSINESS
PLAN
BUSINESS/ENTERPRISE
PLOT
(Strategy
Story)
STRATEGY
MAP
(BSC)
Job
To
Get
Done
Changing
Environment
(Industry)
Stable
Environment
(Industry)
5
Stages
in
the
Evolu5on
of
a
Classic
Business
Plan
Tools
for
Rapidly
Planning,
Crea5ng,
and
Managing
an
Ambidextrous
Growth
Strategy
for
Enduring
Compe55ve
Advantage
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
97. Business
Story
Hierarchy
5
Levels
of
a
Business
Story
Rapidly
Visualize,
Prototype,
and
Test
Your
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
STORY
(Title/Headline)
Strategy
Story
Value
Prop.
Story
Business
Model
Story
Story
Outline
(Blueprint)
Customer
Plot
AcZng
Script
5
Levels
of
Business
Story
Classic
Business
Plan
Strategy
Map
(Balanced
Scorecard)
Manuscript
=
Minimum
Viable
Story
(MVS)
Simple
(Abstract;
Flexible)
Complex
(Detailed;
Rigid)
Short
Story
Long
Story
Business/
Enterprise
Plot
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
98. Business
Story
Hierarchy
5
Levels
of
a
Business
Story
Rapidly
Visualize,
Prototype,
and
Test
Your
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
STORY
(Title/Headline)
Strategy
Story
Value
Prop.
Story
Business
Model
Story
Business/
Enterprise
Plot
Story
Outline
(Blueprint)
Customer
Plot
AcZng
Script
5
Levels
of
Business
Story
Classic
Business
Plan
Strategy
Map
(Balanced
Scorecard)
Manuscript
=
Minimum
Viable
Story
(MVS)
Simple
(Abstract;
Flexible)
Complex
(Detailed;
Rigid)
Short
Story
Long
Story
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
100. Coined
by
Freek
Vermeulen,
A
“Strategy
Story”
Usually
Refers
to
A
Textual
Business
(Enterprise)
Plot:
A
Sentence
or
Line
That
Succinctly
Tells
the
Story
of
an
Organiza`on
From
The
Point
of
View
of
the
Organiza`on
101. A
“Strategy
Story”
or
Textual
Business
(Enterprise)
Plot
Answers,
at
least,
4
Ques`ons
(4Q)
About
an
Organiza`on,
a
Business,
or
Project:
q
Why?
q
Who?
q
What?
q
How?
102. The
Format
of
A
Strategy
Story
or
Textual
Business
Plot
Is
as
Follows:
“[Supplier]
offers
[Product/Service]
to
[Customer
(who
wants
Job
To
Get
Done
&
Outcome;
Reward;
Delight;
Value)].”
104. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
We
provide
specialty
magazines
for
young
males
in
Britain
(who
want
[Reward;
Delight;
Value])
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Main
source
of
informa`on
in
table:
“A
Good
Strategy
Makes
for
a
Good
Story”
by
Freek
Vermeulen:
h;ps://strategyprofs.wordpress.com/2012/07/06/a-‐good-‐strategy-‐makes-‐for-‐a-‐good-‐story/
105. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
We
provide
specialty
magazines
for
young
males
in
Britain
(who
want
[Reward;
Delight;
Value])
We
make
perfect
scale
models
(which
appeal
to
some
sense
of
nostalgia)
for
adult
collectors
(who
want
[Reward;
Delight;
Value])
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Main
source
of
informa`on
in
table:
“A
Good
Strategy
Makes
for
a
Good
Story”
by
Freek
Vermeulen:
h;ps://strategyprofs.wordpress.com/2012/07/06/a-‐good-‐strategy-‐makes-‐for-‐a-‐good-‐story/
106. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
We
provide
specialty
magazines
for
young
males
in
Britain
(who
want
[Reward;
Delight;
Value])
We
make
perfect
scale
models
(which
appeal
to
some
sense
of
nostalgia)
for
adult
collectors
(who
want
[Reward;
Delight;
Value])
We
offer
ultra-‐portable
music
players
to
music
lovers
(who
want
1000
songs
in
their
pocket)
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Main
source
of
informa`on
in
table:
“A
Good
Strategy
Makes
for
a
Good
Story”
by
Freek
Vermeulen:
h;ps://strategyprofs.wordpress.com/2012/07/06/a-‐good-‐strategy-‐makes-‐for-‐a-‐good-‐story/
107. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
We
provide
specialty
magazines
for
young
males
in
Britain
(who
want
[Reward;
Delight;
Value])
We
make
perfect
scale
models
(which
appeal
to
some
sense
of
nostalgia)
for
adult
collectors
(who
want
[Reward;
Delight;
Value])
We
offer
ultra-‐portable
music
players
to
music
lovers
(who
want
1000
songs
in
their
pocket)
Who?
What?
How?
Why?
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Main
source
of
informa`on
in
table:
“A
Good
Strategy
Makes
for
a
Good
Story”
by
Freek
Vermeulen:
h;ps://strategyprofs.wordpress.com/2012/07/06/a-‐good-‐strategy-‐makes-‐for-‐a-‐good-‐story/
108. Templates
of
“Business
Model
Strips”
WHAT
IS
A
“BUSINESS
MODEL
STRIP”?
A
Business
Model
Strip
is
a
map
that
illustrates
an
exchange,
a
transac5on,
or
play
between
a
sender
(supplier)
and
receiver
(customer).
109. RECEIVER
SENDER
Payment
(Feedback;
Reward)
P.I.G.S.
(Product/Informa<on/Goods/Service)
Templates
of
“Business
Model
Strips”
WHAT
IS
A
“BUSINESS
MODEL
STRIP”?
A
Business
Model
Strip
is
a
map
that
illustrates
an
exchange,
a
transac5on,
or
play
between
a
sender
(supplier)
and
receiver
(customer).
IT
BUSINESS
PLOT
(STRATEGY
STORY)
110. RECEIVER
SENDER
Payment
(Feedback;
Reward)
P.I.G.S.
(Product/Informa<on/Goods/Service)
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
IT
BUSINESS
PLOT
(STRATEGY
STORY)
World-‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing