THE STRATEGIC BUSINESS MODEL CANVAS DESCRIBES THE CORRELATIONS BETWEEN THE COMPONENTS OF THE STRATEGY. A JOURNEY FROM THE CURRENT STATUS TOWARDS THE STRATEGIC DESTINATION, WHERE THE NEW TRANSIENT COMPETITIVE ADVANTAGE WILL BECOME EFFECTIVE. THE STRATEGIC [CORPORATE] GOALS ARE THE KEY QUANTIFIERS OF STRATEGY’S SUCCESS ALONG THE STRATEGIC HORIZON. THEY REPRESENT THE WINNING ASPIRATIONS. THE STRATEGIC CHOICES DEFINE THE STRATEGIC POSITIONING. THEY ARE GROUPED IN TWO BUILDING BLOCKS: - VP VALUE PROPOSITION (‘HOW-TO-WIN’) - MB MARKET BOUNDARIES (‘WHERE-TO-PLAY’) EACH MAJOR PRODUCT/SERVICE LINE OF A COMPANY REQUIRES A SPECIFIC STRATEGIC CHOICES MIX (VP + MB), BECAUSE THE STRATEGIC POSITIONING MAY BE DIFFERENT FOR EACH PRODUCT/SERVICE LINE. THE CORE CAPABILITIES ARE THE ESSENTIAL CAPABILITIES REQUIRED TO SUPPORT THE STRATEGIC POSITIONING. THERE ARE 8 CORE CAPABILITIES BUILDING BLOCKS. THEIR COMPONENTS ARE CORRELATED WITH THE STRATEGIC CHOICES THAT THEY ARE SUPPORTING. THE STRATEGIC GOALS ARE ACCOMPLISHED AS A RESULT OF SUCCESSFULLY CHANGING THE CURRENT STRATEGIC POSITIONING INTO THE NEW STRATEGIC POSITIONING, DEFINED FOR THE STRATEGIC DESTINATION. THAT CAN BE DONE ONLY BY DEVELOPING OR ENHANCING THE REQUIRED SET OF SUPPORTING CORE CAPABILITIES. SO, WE MOVE FROM A CURRENT STRATEGIC BUSINESS MODEL TO A NEW STRATEGIC BUSINESS MODEL, WHICH WILL BECOME FULLY EFFECTIVE AT THE STRATEGIC DESTINATION. THE 10 BUILDING BLOCKS OF THE STRATEGIC BUSINESS MODEL CANVAS: - 2 STRATEGIC CHOICES BUILDING BLOCKS - 8 CORE CAPABILITIES BUILDING BLOCKS INSIDE EACH STRATEGIC CHOICES BUILDING BLOCK THERE ARE 10 CHOICE ITEMS. INSIDE EACH CORE CAPABILITIES BUILDING BLOCK THERE ARE 7-12 CAPABILITY ITEMS (CORE CAPABILITIES OR CORE CAPABILITY COMPONENTS). THE STRATEGIC BUSINESS MODEL CANVAS INCLUDES A SET OF DEFAULT CAPABILITY ITEMS. YOU SHOULD CUSTOMIZE THEM TO YOU SPECIFICS. SOURCE REFERENCE: “PLAYING TO WIN” – ROGER L. MARTIN & A.G. LAFLEY “THE DELTA MODEL” – ARNOLDO C. HAX “BLUE OCEAN STRATEGY” – W. CHAN KIM & RENEE MAUBORGNE “THE INNOVATOR’S DILEMMA” – CLAYTON M. CHRISTENSEN “GOOD STRATEGY / BAD STRATEGY” – RICHARD RUMELT “CAPABILITIES-DRIVEN STRATEGY” – STRATEGY& / PwC “COMPETITIVE ADVANTAGE” – MICHAEL E. PORTER “BUSINESS MODEL GENERATION” – ALEXANDER OSTWERWALDER “THE END OF COMPETITIVE ADVANTAGE”– RITA GUNTHER McGRATH 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 THE PRESENTATION CAN BE DOWNLOADED AS PDF FROM http://issuu.com/mihaiionescu7/docs/strategic_business_model_canvas IT CAN BE VIEWED AS VIDEO SLIDE PACK AT: http://youtu.be/CTFBgqXnM2M OR AT http://vimeo.com/user33042260/strategicbusinessmodelcanvas

1. THE STRATEGIC
BUSINESS MODEL
CANVAS
© 2014-2015 STRATEGIC STRATEGIC BUSINESS MODEL CANVAS V2.0 SYSTEMS CONSULTING

2. THE STRATEGIC BUSINESS MODEL CANVAS
DESCRIBES THE CORRELATIONS BETWEEN
THE COMPONENTS OF THE STRATEGY.
A JOURNEY FROM THE CURRENT
STATUS
TOWARDS THE STRATEGIC
DESTINATION,
WHERE THE NEW TRANSIENT
COMPETITIVE ADVANTAGE
THE CURRENT TRANSIENT
COMPETITIVE ADVANTAGE
THE NEW TRANSIENT
COMPETITIVE ADVANTAGE
STRATEGIC DESTINATION
WILL BECOME EFFECTIVE. TODAY
STRATEGIC HORIZON
TIME
VALUE
© 2014-2015 STRATEGIC STRATEGIC BUSINESS MODEL CANVAS V2.0 SYSTEMS CONSULTING

3. STRATEGIC GOALS
STRATEGIC CHOICES
THE STRATEGIC BUSINESS MODEL
COMPONENTS
CORE CAPABILITIES
© 2014-2015 STRATEGIC STRATEGIC BUSINESS MODEL CANVAS V2.0 SYSTEMS CONSULTING

4. THE STRATEGIC [CORPORATE] GOALS
ARE THE KEY QUANTIFIERS OF STRATEGY’S SUCCES
ALONG THE STRATEGIC HORIZON.
THEY REPRESENT THE WINNING ASPIRATIONS.
© 2014-2015 STRATEGIC STRATEGIC BUSINESS MODEL CANVAS V2.0 SYSTEMS CONSULTING

5. Growth Profitability Sustainability
STRATEGIC CHOICES
CORE CAPABILITIES
© 2014-2015 STRATEGIC STRATEGIC BUSINESS MODEL CANVAS V2.0 SYSTEMS CONSULTING

6. THE STRATEGIC CHOICES DEFINE
THE STRATEGIC POSITIONING.
THEY ARE GROUPED IN TWO BUILDING BLOCKS:
• VP VALUE PROPOSITION (HOW-TO-WIN)
• MB MARKET BOUNDARIES (WHERE-TO-PLAY)
EACH MAJOR PRODUCT/SERVICE LINE OF A COMPANY
REQUIRES A SPECIFIC STRATEGIC CHOICES MIX (VP +
MB),
BECAUSE THE STRATEGIC POSITIONING MAY BE
DIFFERENT FOR EACH PRODUCT/SERVICE LINE.
© 2014-2015 STRATEGIC STRATEGIC BUSINESS MODEL CANVAS V2.0 SYSTEMS CONSULTING

7. Growth Profitability Sustainability
VP Value Proposition (how-to-win) MB Market Boundaries (where-to-play)
CORE CAPABILITIES
© 2014-2015 STRATEGIC STRATEGIC BUSINESS MODEL CANVAS V2.0 SYSTEMS CONSULTING

8. THE CORE CAPABILITIES
ARE THE ESSENTIAL CAPABILITIES
REQUIRED TO SUPPORT THE STRATEGIC POSITIONING.
THERE ARE 8 CORE CAPABILITIES BUILDING BLOCKS.
THEIR COMPONENTS ARE CORRELATED WITH
THE STRATEGIC CHOICES THAT THEY ARE SUPPORTING.
ON THE NEXT SLIDE ARE THE 10 BUILDING BLOCKS
OF THE STRATEGIC BUSINESS MODEL CANVAS
© 2014-2015 STRATEGIC STRATEGIC BUSINESS MODEL CANVAS V2.0 SYSTEMS CONSULTING

9. Growth Profitability Sustainability
VP Value Proposition (how-to-win) MB Market Boundaries (where-to-play)
KP Key Partners CH Sales Channels CR Customer Relationships
KA Key Activities & Processes TS Tools & Management Systems
OR Organizational Resources CS Core Competences & Skills KB Knowledge & Behaviors
© 2014-2015 STRATEGIC STRATEGIC BUSINESS MODEL CANVAS V2.0 SYSTEMS CONSULTING

10. THE STRATEGIC GOALS ARE ACCOMPLISHED
AS A RESULT OF SUCCESSFULLY CHANGING
THE CURRENT STRATEGIC POSITIONING
INTO A NEW STRATEGIC POSITIONING,
WHICH IS DEFINED FOR THE STRATEGIC DESTINATION.
THAT CAN BE DONE ONLY BY DEVELOPING OR ENHANCING
THE REQUIRED SET OF SUPPORTING CORE CAPABILITIES.
SO, WE MOVE FROM A CURRENT STRATEGIC BUSINESS MODEL
TO A NEW STRATEGIC BUSINESS MODEL, WHICH WILL BECOME
FULLY EFFECTIVE AT THE STRATEGIC DESTINATION.
© 2014-2015 STRATEGIC STRATEGIC BUSINESS MODEL CANVAS V2.0 SYSTEMS CONSULTING

11. Growth Profitability Sustainability
VP Value Proposition (how-to-win) MB Market Boundaries (where-to-play)
THE 2 STRATEGIC CHOICES BUILDING BLOCKS OF THE STRATEGIC POSITIONING
TODAY STRATEGIC DESTINATION TODAY STRATEGIC DESTINATION
KP Key Partners CH Sales Channels CR Customer Relationships
KA Key Activities & Processes TS Tools & Management Systems
EXISTING REQUIRED
THE 8 CORE CAPABILITIES BUILDING BLOCKS, SUPPORTING THE STRATEGIC POSITIONING
OR Organizational Resources CS Core Competences & Skills KB Knowledge & Behaviors
© 2014-2015 STRATEGIC STRATEGIC BUSINESS MODEL CANVAS V2.0 SYSTEMS CONSULTING

12. THE 10 BUILDING BLOCKS
OF THE STRATEGIC BUSINESS MODEL CANVAS:
• 2 STRATEGIC CHOICES BUILDING BLOCKS
• 8 CORE CAPABILITIES BUILDING BLOCKS
INSIDE EACH STRATEGIC CHOICES BUILDING BLOCK
THERE ARE 10 CHOICE ITEMS.
INSIDE EACH CORE CAPABILITIES BUILDING BLOCK
THERE ARE 7-12 CAPABILITY ITEMS
(CORE CAPABILITIES OR CORE CAPABILITY COMPONENTS).
THE NEXT SLIDE PRESENTS THE DEFAULT CAPABILITY ITEMS.
YOU SHOULD CUSTOMIZE THEM TO YOU SPECIFICS.
© 2014-2015 STRATEGIC STRATEGIC BUSINESS MODEL CANVAS V2.0 SYSTEMS CONSULTING

13. Growth Profitability Sustainability
VP Value Proposition (how-to-win)
 A1 Low Cost  C1 Exclusive Channel
 A2 Differentiation  C2 Dominant Exchange
 B1 Customer Intimacy  C3 Proprietary Standard
 B2 Added Value  D1 Disruptive Value
 B3 Horizontal Breadth  D2 Disruptive Innovation
MB Market Boundaries (where-to-play)
 E1 Key Segments Market  G1 Collateral Market
 E2 High-End Market  G2 Substitutes Market
 E3 Long-Tail Market  G3 New Existing Market
 F1 Proximity Market  H1 New Concept Market
 F3 End-Customer Market  H2 Trend Market
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 Customer-Proximity & Partners
 KP6 Value-added & SI Partners Eco-system
 KP7 Trendsetters & Market Researchers
CH Sales Channels
 CH1 Low-cost / Outsourced Sales Channels
 CH2 Specialized / Expert Sales Channels
 CH3 Direct Pre-Sales & Sales Channels
 CH4 Automated Sales / e-Commerce
 CH5 Retail & Customer-Proximity Channels
 CH6 Integrated Solutions Sales Channels
 CH7 Indirect Channels / Franchise System
CR Customer Relationships
 CR1 Low Cost /Outsourced Customer Support
 CR2 Dedicated / Expert Customer Support
 CR3 Customer Advocacy / Ambassadors
 CR4 Automated / Web Customer Support
 CR5 Customer-Proximity Support
 CR6 Partners & Sales Channels Support
 CR7 Customer Communication / Co-Creation
KA Key Activities & Processes
 KA1 Backward Integration  KA2 Forward Integration
 KA3 Supplier Management  KA4 Outsourcing
 KA5 Market Research, MarCom.  KA6 Product Portfolio Mgmt.
 KA7 Innovation, R&D, Prototyping  KA8 Customer Lifecycle Mgmt.
 KA9 Retail / Category Mgmt.  KA10 Sales Channels Mgmt.
 KA11 Logistics / Warehousing  KA12 Partners Management
TS Tools & Management Systems
 TS1 SCM System  TS2 Outsourcing Mgmt. System
 TS3 Partner Management System  TS4 Cost-Control System / ERP
 TS5 CRM & Trouble-Ticket System  TS6 Sales Force Automation
 TS7 Innovation Mgmt. System  TS8 Performance Mgmt. System
 TS9 Sales & Op Planning System  TS10 Retail / Logistics / WMS
 TS11 JIT Production System  TS12 Quality Assurance System
OR Organizational Resources
 OR1 Low-Cost / Outsourced Workforce
 OR2 Product Testing Facilities
 OR3 Customer Support Center
 OR4 MIS & Web Presence Infrastructure
 OR5 Customer -Proximity Infrastructure
 OR6 Logistics, WH and Retail Facilities
 OR7 Direct Delivery Infrastructure
CS Core Competences & Skills
 CS1 Cost-Control & Continuous Improvement
 CS2 Customer Acquisition & Retention
 CS3 Solution & Consultative Selling, SI
 CS4 Supply & Distribution Management
 CS5 Logistics and Order Fulfillment
 CS6 Retail & Category Management
 CS7 Innovation & Creativity
KB Knowledge & Behaviors
 KB1 Detailed Processes Mapping
 KB2 Market Demographics, Buying Behaviors
 KB3 Competitive Intelligence
 KB4 Job To Be Done for Customer Segments
 KB5 Advanced Technology Solutions
 KB6 Leadership, Problem-solving, Teamwork
 KB7 Engagement and Performance-Focus
© 2014-2015 STRATEGIC STRATEGIC BUSINESS MODEL CANVAS V2.0 SYSTEMS CONSULTING

14. EACH STRATEGIC CHOICE REQUIRES
FULLY DEVELOPED AND MATURE SUPPORTING CORE CAPABILITIES.
SEE AN EXAMPLE ON THE NEXT SLIDE.
COMPARE THE EXISTING CORE CAPABILITIES
WITH THE CORE 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.
© 2014-2015 STRATEGIC STRATEGIC BUSINESS MODEL CANVAS V2.0 SYSTEMS CONSULTING

15. Growth Profitability Sustainability
VP Value Proposition (how-to-win) MB Market Boundaries (where-to-play)
 A1 Low Cost  C1 Exclusive Channel
 A2 Differentiation  C2 Dominant Exchange
 B1 Customer Intimacy  C3 Proprietary Standard
 B2 Added Value  D1 Disruptive Value
 B3 Horizontal Breadth  D2 Disruptive Innovation
 E1 Key Segments Market  G1 Collateral Market
 E2 High-End Market  G2 Substitutes Market
 E3 Long-Tail Market  G3 New Existing Market
 F1 Proximity Market  H1 New Concept Market
 F3 End-Customer Market  H2 Trend Market
KP Key Partners CH Sales Channels CR Customer Relationships
 KP1 Supplier Intimacy / Alternate Suppliers
 KP2 High-end Market & Specialty Suppliers
 KP3 R&D and Industry Expertise Partners
 KP4 Advanced / New Technology Suppliers
 KP5 Customer-Proximity & Partners
 KP6 Value-added & SI Partners Eco-system
 KP7 Trendsetters & Market Researchers
 CH1 Low-cost / Outsourced Sales Channels
 CH2 Specialized / Expert Sales Channels
 CH3 Direct Pre-Sales & Sales Channels
 CH4 Automated Sales / e-Commerce
 CH5 Retail & Customer-Proximity Channels
 CH6 Integrated Solutions Sales Channels
 CH7 Indirect Channels / Franchise System
 CR1 Low Cost /Outsourced Customer Support
 CR2 Dedicated / Expert Customer Support
 CR3 Customer Advocacy / Ambassadors
 CR4 Automated / Web Customer Support
 CR5 Customer-Proximity Support
 CR6 Partners & Sales Channels Support
 CR7 Customer Communication / Co-Creation
KA Key Activities & Processes TS Tools & Management Systems
 KA1 Backward Integration  KA2 Forward Integration
 KA3 Supplier Management  KA4 Outsourcing
 KA5 Market Research, MarCom.  KA6 Product Portfolio Mgmt.
 KA7 Innovation, R&D, Prototyping  KA8 Customer Lifecycle Mgmt.
 KA9 Retail / Category Mgmt.  KA10 Sales Channels Mgmt.
 KA11 Logistics / Warehousing  KA12 Partners Management
 TS1 SCM System  TS2 Outsourcing Mgmt. System
 TS3 Partner Management System  TS4 Cost-Control System / ERP
 TS5 CRM & Trouble-Ticket System  TS6 Sales Force Automation
 TS7 Innovation Mgmt. System  TS8 Performance Mgmt. System
 TS9 Sales & Op Planning System  TS10 Retail / Logistics / WMS
 TS11 JIT Production System  TS12 Quality Assurance System
OR Organizational Resources CS Core Competences & Skills KB Knowledge & Behaviors
 OR1 Low-Cost / Outsourced Workforce
 OR2 Product Testing Facilities
 OR3 Customer Support Center
 OR4 MIS & Web Presence Infrastructure
 OR5 Customer-Proximity Infrastructure
 OR6 Logistics, WH and Retail Facilities
 OR7 Direct Delivery Infrastructure
 CS1 Cost-Control & Continuous Improvement
 CS2 Customer Acquisition & Retention
 CS3 Solution & Consultative Selling, SI
 CS4 Supply & Distribution Management
 CS5 Logistics and Order Fulfillment
 CS6 Retail & Category Management
 CS7 Innovation & Creativity
 KB1 Detailed Processes Mapping
 KB2 Market Demographics, Buying Behaviors
 KB3 Competitive Intelligence
 KB4 Job To Be Done for Customer Segments
 KB5 Advanced Technology Solutions
 KB6 Leadership, Problem-solving, Teamwork
 KB7 Engagement and Performance-Focus
© 2014-2015 STRATEGIC STRATEGIC BUSINESS MODEL CANVAS V2.0 SYSTEMS CONSULTING

16. SOURCE REFERENCE:
“PLAYING TO WIN” – ROGER L. MARTIN & A.G. LAFLEY
“THE DELTA MODEL” – ARNOLDO C. HAX
“BLUE OCEAN STRATEGY” – W. CHAN KIM & RENEE MAUBORGNE
“THE INNOVATOR’S DILEMMA” – CLAYTON M. CHRISTENSEN
“GOOD STRATEGY / BAD STRATEGY” – RICHARD RUMELT
“CAPABILITIES-DRIVEN STRATEGY” – STRATEGY& / PWC
“COMPETITIVE ADVANTAGE” – MICHAEL E. PORTER
“BUSINESS MODEL GENERATION” – ALEXANDER OSTERWALDER
“THE END OF COMPETITIVE ADVANTAGE”– RITA GUNTHER McGRATH
© 2014-2015 STRATEGIC STRATEGIC BUSINESS MODEL CANVAS V2.0 SYSTEMS CONSULTING

17. 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
© 2014-2015 STRATEGIC STRATEGIC BUSINESS MODEL CANVAS V2.0 SYSTEMS CONSULTING