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.

1. © 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0
THE STRATEGIC
BUSINESS MODEL
CANVAS

2. 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

3. 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∆

4. STRATEGIC GOALS
STRATEGIC CHOICES
(Value Proposition)
© 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0
CAPABILITIES SYSTEM
THE STRATEGIC
BUSINESS MODEL

5. 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

6. Growth Profitability Sustainability
STRATEGIC CHOICES
(Value Proposition)
CAPABILITIES SYSTEM
© 2014-2017 STRATEGIC SYSTEMS CONSULTINGSTRATEGIC BUSINESS MODEL CANVAS V3.0

7. 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

8. 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

9. 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

10. 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

11. 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

12. 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

13. 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

14. 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

15. 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

16. 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

17. 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

18. 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

19. 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