Skip to main content
UploadLanguage (EN)Support
BusinessMobileSocial MediaMarketingTechnologyArt & PhotosCareerDesignEducationPresentations & Public SpeakingGovernment & NonprofitHealthcareInternetLawLeadership & ManagementAutomotiveEngineeringSoftwareRecruiting & HRRetailSalesServicesScienceSmall Business & EntrepreneurshipFoodEnvironmentEconomy & FinanceData & AnalyticsInvestor RelationsSportsSpiritualNews & PoliticsTravelSelf ImprovementReal EstateEntertainment & HumorHealth & MedicineDevices & HardwareLifestyle
Mihai Ionescu, profile picture
Uploaded byMihai Ionescu
PPSX, PDF3,272 views

Strategic Business Model Canvas v3

The document presents the Strategic Business Model Canvas, which outlines the transition from current to future competitive advantages through the alignment of strategic goals, choices, and required capabilities. It emphasizes the importance of customizing strategic choices and capabilities for different product/service lines to effectively achieve strategic destinations. The framework also includes detailed components such as key partners, customer relationships, and management systems necessary to support strategic positioning and goals.

Business◦
Related topics:
Business Model.• Competitive Advantage•
Downloaded 384 times
© 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0 THE STRATEGIC BUSINESS MODEL CANVAS
THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF OUR STRATEGY A JOURNEY FROM OUR CURRENT [TRANSIENT] COMPETITIVE ADVANTAGE TOWARDS THE STRATEGIC DESTINATION, WHERE OUR NEW [TRANSIENT] COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0
Time Economic Results © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0 CURRENT Competitive Advantage NEXT Competitive Advantage Strategic Destination A Strategic Destination B The STRATEGIC TENSION between the focus on the CURRENT and the NEXT Competitive Advantages Resources Allocation∆
STRATEGIC GOALS STRATEGIC CHOICES (Value Proposition) © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0 CAPABILITIES SYSTEM THE STRATEGIC BUSINESS MODEL
THE STRATEGIC [CORPORATE] GOALS ARE THE QUANTIFIERS OF OUR STRATEGY’S SUCCES ALONG THE STRATEGIC HORIZON THEY ARE QUANTIFIED WINNING ASPIRATIONS AND THE ROOTS OF OUR TARGETS TREEE © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0
Growth Profitability Sustainability STRATEGIC CHOICES (Value Proposition) CAPABILITIES SYSTEM © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0
THE STRATEGIC CHOICES DEFINE OUR STRATEGIC POSITIONING AND OUR VALUE PROPOSITION THEY ARE GROUPED IN TWO BUILDING BLOCKS: • CF COMPETITIVE FACTORS (HOW-TO-WIN) • MB MARKET BOUNDARIES (WHERE-TO-PLAY) EACH MAJOR PRODUCT/SERVICE LINE OF A COMPANY REQUIRES A SPECIFIC STRATEGIC CHOICES MIX (CF + MB), BECAUSE THE STRATEGIC POSITIONING MAY BE DIFFERENT FOR EACH PRODUCT/SERVICE LINE. © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0
Growth Profitability Sustainability CAPABILITIES SYSTEM © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0 CF Competitive Factors (how-to-win) MB Market Boundaries (where-to-play) A. Improving Products & Processes B. Focusing on the Customer Experience C. Extending the Transaction Control D. Leveraging Complementors / Unique Advantages E. Creating Disruption / New Value F. Improving Market Targeting G. Focusing on Customer Convenience H. Extending the Market Integration I. Leveraging Corporate Resources J. Creating New Markets
THE CAPABILITIES SYSTEM REPRESENTS THE ESSENTIAL CAPABILITIES REQUIRED TO SUPPORT OUR STRATEGIC POSITIONING THERE ARE 10 CORE CAPABILITIES BUILDING BLOCKS. THEIR COMPONENTS ARE CORRELATED WITH THE STRATEGIC CHOICES THAT THEY ARE SUPPORTING ON THE NEXT SLIDE ARE THE BUILDING BLOCKS OF THE STRATEGIC BUSINESS MODEL CANVAS © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0
KP Key Partners CH Sales Channels CR Customer Relationships KA Key Activities MS Management Systems OR Organization & Resources CS Competences & Skills AB Attitudes & Behaviors Growth Profitability Sustainability CF Competitive Factors (how-to-win) MB Market Boundaries (where-to-play) © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0 TI Tools & Instruments KI Knowledge & Information A. Improving Products & Processes B. Focusing on the Customer Experience C. Extending the Transaction Control D. Leveraging Complementors / Unique Advantages E. Creating Disruption / New Value F. Improving Market Targeting G. Focusing on Customer Convenience H. Extending the Market Integration I. Leveraging Corporate Resources J. Creating New Markets The Required Partners and Suppliers The Go-To-Market Channels The Customer Experience The Core Processes The Methods and Procedures The Instrumentation and Information Systems The Core Infrastructure and Special Business Units The Technology Know-how and Market Databases The Professional Expertise and Qualifications The Leadership, Collaborative and Innovation Culture
THE STRATEGIC GOALS ARE ACCOMPLISHED AS A RESULT OF SUCCESSFULLY CHANGING THE CURRENT STRATEGIC POSITIONING INTO THE NEW STRATEGIC POSITIONING, WHICH IS DEFINED FOR OUR STRATEGIC DESTINATION THIS CAN BE DONE ONLY BY DEVELOPING OR ENHANCING THE REQUIRED SET OF SUPPORTING CAPABILITIES SO, WE MOVE FROM A CURRENT STRATEGIC BUSINESS MODEL TO A NEW STRATEGIC BUSINESS MODEL, WHICH WILL BECOME FULLY EFFECTIVE AT OUR STRATEGIC DESTINATION © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0
KP Key Partners CH Sales Channels CR Customer Relationships KA Key Activities MS Management Systems OR Organization & Resources CS Competences & Skills AB Attitudes & Behaviors Growth Profitability Sustainability CF Competitive Factors (how-to-win) MB Market Boundaries (where-to-play) TI Tools & Instruments KI Knowledge & Information © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0 TODAY STRATEGIC DESTINATION TODAY STRATEGIC DESTINATION THE 10 CAPABILITIES SYSTEM BUILDING BLOCKS, SUPPORTING THE STRATEGIC POSITIONING EXISTING REQUIRED THE 2 STRATEGIC CHOICES BUILDING BLOCKS OF THE STRATEGIC POSITIONING
THE 12 BUILDING BLOCKS OF THE STRATEGIC BUSINESS MODEL CANVAS: • 2 STRATEGIC CHOICES BUILDING BLOCKS • 10 CAPABILITIES SYSTEM BUILDING BLOCKS INSIDE EACH STRATEGIC CHOICES BUILDING BLOCK THERE ARE 10 CHOICE ITEMS, GROUPED IN 5 POSITIONS. INSIDE EACH CAPABILITIES SYSTEM BUILDING BLOCK THERE ARE 5-10 CAPABILITY ITEMS (CAPABILITIES OR CAPABILITY COMPONENTS) THE NEXT SLIDE PRESENTS THE DEFAULT CAPABILITY ITEMS. YOU SHOULD CUSTOMIZE THEM TO YOU SPECIFICS! © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0
Growth Profitability Sustainability © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0 CF Competitive Factors (how-to-win)  A1 Lowest Cost  A2 Product Differentiation  B1 Customer Intimacy  B2 Customer Added Value  C1 Exclusive Channel  C2 Dominant Exchange  D1 Proprietary Standard  D2 Unique Resources / Capabilities  E1 Disruptive Innovation  E2 Conceptual Innovation MB Market Boundaries (where-to-play)  F1 Market Segmentation  F2 Market Edges (High/Long-queue)  G1 Proximity Markets  G2 Customer Re-definition  H1 Value Chain Integration  H2 Adjacent Markets  I1 New/Substitute Markets  I2 New Geographies  J1 Trend/Future Markets  J2 Market Re-definition KP Key Partners  KP1 Supplier Intimacy / Alternate Suppliers  KP2 High-end Market & Specialty Suppliers  KP3 R&D and Industry Expertise Partners  KP4 Advanced / New Technology Suppliers  KP5 Value-added & Partners Eco-system CH Sales Channels  CH1 Low-cost / Outsourced Sales Channels  CH2 Specialized / Expert Sales Channels  CH3 Direct Pre-Sales & Sales Channels  CH4 Retail & Customer-Proximity Channels  CH5 Indirect Channels / Franchise System CR Customer Relationships  CR1 Low Cost /Outsourced Customer Support  CR2 Dedicated / Expert Customer Support  CR3 Customer Advocacy / Co-creation  CR4 Automated / Web Customer Support  CR5 Partners & Sales Channels Support KA Key Activities  KA1 Backward /Forward Integration  KA2 Outsourcing Management  KA3 Product Portfolio Management  KA4 Innovation, R&D, Prototyping  KA5 Retail / Category Management/Logistics MS Management Systems  MS1 SCM System, Outsourcing System  MS2 Partner Management System  MS3 Innovation Management System  MS4 Operational Performance Mgmt. System  MS5 Quality Assurance System OR Organization & Resources  OR1 Low-Cost Workforce  OR2 Product Testing Facilities  OR3 Customer Support Center  OR4 MIS & Web Presence  OR5 Direct Delivery Infrastructure  OR6 Customer -Proximity Locations  OR7 Logistics and WH Facilities  OR8 Comms. & Netw. Infrastructure CS Competences & Skills  CS1 Continuous Improvement  CS2 Acquisition & Retention  CS3 Solution & Consultative Selling  CS4 Logistics and Order Fulfillment  CS5 Retail Category Management  CS5 Tender Bid Management  CS7 Innovation & Creativity  CS7 Project Portfolio Management AB Attitudes & Behaviors  AB1 Leadership & Coaching  AB2 Teamwork problem-solving  AB3 Customer-Focus  AB4 Performance-Focus  AB5 Procedures Adherence  AB6 Reversed Accountability  AB7 Creativity Enablement  AB8 Delegation & Succession TI Tools & Instruments  TI1 Cost-Control System / ERP  TI2 CRM & Trouble-Ticket System  TI3 Sales Force Automation  TI4 Sales & Ops. Planning System  TI5 JIT/Retail / Logistics /WMS System KI Knowledge & Information  KI1 New Advanced Technologies  KI2 Customer Job-to-be-Done  KI3 Production Formulas /Recipes  KI4 Market Demographics/Behaviors  KI5 Process BPM Best Practices  KI5 Product/Service Value Curve  KI7 Specific Equipment Specs  KI8 Competitive Intelligence
EACH STRATEGIC CHOICE REQUIRES FULLY DEVELOPED AND MATURE SUPPORTING CAPABILITIES. SEE TWO EXAMPLE ON THE NEXT SLIDES. COMPARE THE EXISTING CAPABILITIES WITH THE CAPABILITIES REQUIRED TO SUPPORT THE STRATEGIC CHOICES OF THE NEW STRATEGIC BUSINESS MODEL. THE COMPARISON WILL COMPLETE THE PICTURE OF THE STRATEGIC GAPS THAT HAVE TO BE CLOSED THROUGH THE DEVELOPMENT & EXECUTION OF THE ANNUAL STRATEGIC PLANS. © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0
Growth Profitability Sustainability © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0 CF Competitive Factors (how-to-win)  A1 Lowest Cost  A2 Product Differentiation  B1 Customer Intimacy  B2 Customer Added Value  C1 Exclusive Channel  C2 Dominant Exchange  D1 Proprietary Standard  D2 Unique Resources / Capabilities  E1 Disruptive Innovation  E2 Conceptual Innovation MB Market Boundaries (where-to-play)  F1 Market Segmentation  F2 Market Edges (High/Long-queue)  G1 Proximity Markets  G2 Customer Re-definition  H1 Value Chain Integration  H2 Adjacent Markets  I1 New/Substitute Markets  I2 New Geographies  J1 Trend/Future Markets  J2 Market Re-definition KP Key Partners  KP1 Supplier Intimacy / Alternate Suppliers  KP2 High-end Market & Specialty Suppliers  KP3 R&D and Industry Expertise Partners  KP4 Advanced / New Technology Suppliers  KP5 Value-added & Partners Eco-system CH Sales Channels  CH1 Low-cost / Outsourced Sales Channels  CH2 Specialized / Expert Sales Channels  CH3 Direct Pre-Sales & Sales Channels  CH4 Retail & Customer-Proximity Channels  CH5 Indirect Channels / Franchise System CR Customer Relationships  CR1 Low Cost /Outsourced Customer Support  CR2 Dedicated / Expert Customer Support  CR3 Customer Advocacy / Co-creation  CR4 Automated / Web Customer Support  CR5 Partners & Sales Channels Support KA Key Activities  KA1 Backward /Forward Integration  KA2 Outsourcing Management  KA3 Product Portfolio Management  KA4 Innovation, R&D, Prototyping  KA5 Retail / Category Management/Logistics MS Management Systems  MS1 SCM System, Outsourcing System  MS2 Partner Management System  MS3 Innovation Management System  MS4 Operational Performance Mgmt. System  MS5 Quality Assurance System OR Organization & Resources  OR1 Low-Cost Workforce  OR2 Product Testing Facilities  OR3 Customer Support Center  OR4 MIS & Web Presence  OR5 Direct Delivery Infrastructure  OR6 Customer -Proximity Locations  OR7 Logistics and WH Facilities  OR8 Comms. & Netw. Infrastructure CS Competences & Skills  CS1 Continuous Improvement  CS2 Acquisition & Retention  CS3 Solution & Consultative Selling  CS4 Logistics and Order Fulfillment  CS5 Retail Category Management  CS5 Tender Bid Management  CS7 Innovation & Creativity  CS7 Project Portfolio Management AB Attitudes & Behaviors  AB1 Leadership & Coaching  AB2 Teamwork problem-solving  AB3 Customer-Focus  AB4 Performance-Focus  AB5 Procedures Adherence  AB6 Reversed Accountability  AB7 Creativity Enablement  AB8 Delegation & Succession TI Tools & Instruments  TI1 Cost-Control System / ERP  TI2 CRM & Trouble-Ticket System  TI3 Sales Force Automation  TI4 Sales & Ops. Planning System  TI5 JIT/Retail / Logistics /WMS System KI Knowledge & Information  KI1 New Advanced Technologies  KI2 Customer Job-to-be-Done  KI3 Production Formulas /Recipes  KI4 Market Demographics/Behaviors  KI5 Process BPM Best Practices  KI5 Product/Service Value Curve  KI7 Specific Equipment Specs  KI8 Competitive Intelligence
Growth Profitability Sustainability © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0 CF Competitive Factors (how-to-win)  A1 Lowest Cost  A2 Product Differentiation  B1 Customer Intimacy  B2 Customer Added Value  C1 Exclusive Channel  C2 Dominant Exchange  D1 Proprietary Standard  D2 Unique Resources / Capabilities  E1 Disruptive Innovation  E2 Conceptual Innovation MB Market Boundaries (where-to-play)  F1 Market Segmentation  F2 Market Edges (High/Long-queue)  G1 Proximity Markets  G2 Customer Redefinition  H1 Value Chain Integration  H2 Adjacent Markets  I1 New/Substitute Markets  I2 New Geographies  J1 Trend/Future Markets  J2 Market Redefinition KP Key Partners  KP1 Supplier Intimacy / Alternate Suppliers  KP2 High-end Market & Specialty Suppliers  KP3 R&D and Industry Expertise Partners  KP4 Advanced / New Technology Suppliers  KP5 Value-added & Partners Eco-system CH Sales Channels  CH1 Low-cost / Outsourced Sales Channels  CH2 Specialized / Expert Sales Channels  CH3 Direct Pre-Sales & Sales Channels  CH4 Retail & Customer-Proximity Channels  CH5 Indirect Channels / Franchise System CR Customer Relationships  CR1 Low Cost /Outsourced Customer Support  CR2 Dedicated / Expert Customer Support  CR3 Customer Advocacy / Co-creation  CR4 Automated / Web Customer Support  CR5 Partners & Sales Channels Support KA Key Activities  KA1 Backward /Forward Integration  KA2 Outsourcing Management  KA3 Product Portfolio Management  KA4 Innovation, R&D, Prototyping  KA5 Retail / Category Management/Logistics MS Management Systems  MS1 SCM System, Outsourcing System  MS2 Partner Management System  MS3 Innovation Management System  MS4 Strategy & Performance Mgmt. System  MS5 Quality Assurance System OR Organization & Resources  OR1 Low-Cost Workforce  OR2 Product Testing Facilities  OR3 Customer Support Center  OR4 MIS & Web Presence  OR5 Direct Delivery Infrastructure  OR6 Customer -Proximity Locations  OR7 Logistics and WH Facilities  OR8 Comms. & Netw. Infrastructure CS Competences & Skills  CS1 Continuous Improvement  CS2 Acquisition & Retention  CS3 Solution & Consultative Selling  CS4 Logistics and Order Fulfillment  CS5 Retail Category Management  CS5 Tender Bid Management  CS7 Innovation & Creativity  CS7 Project Portfolio Management AB Attitudes & Behaviors  AB1 Leadership & Coaching  AB2 Teamwork problem-solving  AB3 Customer-Focus  AB4 Performance-Focus  AB5 Procedures Adherence  AB6 Reversed Accountability  AB7 Creativity Enablement  AB8 Delegation & Succession TI Tools & Instruments  TI1 Cost-Control System / ERP  TI2 CRM & Trouble-Ticket System  TI3 Sales Force Automation  TI4 Sales & Ops. Planning System  TI5 JIT/Retail / Logistics /WMS System KI Knowledge & Information  KI1 New Advanced Technologies  KI2 Customer Job-to-be-Done  KI3 Production Formulas /Recipes  KI4 Market Demographics/Behaviors  KI5 Process BPM Best Practices  KI5 Product/Service Value Curve  KI7 Specific Equipment Specs  KI8 Competitive Intelligence
SOURCE REFERENCE: PLAYING TO WIN – ROGER MARTIN, A.G. LAFLEY THE DELTA MODEL – ARNOLDO C. HAX BLUE OCEAN STRATEGY – W. CHAN KIM, RENEE MAUBORGNE THE INNOVATOR’S DILEMMA – CLAYTON CHRISTENSEN GOOD STRATEGY / BAD STRATEGY – RICHARD RUMELT THE ESSENTIAL ADVANTAGE – PAUL LEINWAND, CESARE MAINARDI COMPETITIVE ADVANTAGE – MICHAEL PORTER BUSINESS MODEL GENERATION – ALEXANDER OSTERWALDER THE END OF COMPETITIVE ADVANTAGE – RITA GUNTHER McGRATH © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0
FOR A COPY OF THIS SLIDE PACK AND FOR FURTHER DETAILS ON DEFINING THE NEW STRATEGIC BUSINESS MODEL DETERMINING THE STRATEGIC GAPS, REQUIRED FOR THE STRATEGIC PLAN DEVELOPMENT & EXECUTION E-MAIL: MIONESCU@STRATEGSYS.COM © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0