The Business Model Canvas can be considered as a graphic organizer (high level TreeMap) that shows 9 tessellated elements, tiles, or “building blocks” of an archetypal business model. Since the 2009 publication of Alexander Osterwalder and Yves Pigneur’s “Business Model Generation” book, use and popularity of the Business Model Canvas (BMC) have surged worldwide.
The BMC is enthusiastically used by entrepreneurs, startups, established businesses, and non-profit organizations as well as university students, lecturers, and selected scientists from America’s National Science Foundation program. But is the BMC efficiently being used? Is the traditional BMC a “living organism” that would evolve to a higher level or simply become extinct in the jungle of tools for Business Model Planning, Strategy, and Performance Management (BMPSPM)?
As a long-time practitioner of TRIZ (“Theory of Inventive Problem Solving”) and an avid observer of idealized systems, a particular question that interests me is this: Would the BMC evolve towards the “Ideal Final Result (IFR)” by disrupting and cannibalizing itself, that is, by becoming multi-functional while instantly using freely available and/or internal resources at little or no cost? In other words, would the BMC evolve from being “good” to being “great” as an adaptive organism?
So far, evolution regarding the graphic organizer of the BMC has been superficial: the visual structure or BMC Gameboard (blank graphic framework) and how to use it have remained the same. So far, the most popular change to the BMC is by Ash Maurya in his Lean Canvas. In the Lean Canvas, 4 topics (Key Partners, Key Activities, Key Resources, and Customer Relationships) are eliminated while being respectively replaced by topics such as Problem, Solution, Key Metrics, and Unfair Advantage. These changes violate the macro-logic of a business model. The Lean Canvas focuses on operationalizing the Lean Startup method which is a methodology for continuously managing highly risky (innovation) projects. However, the Lean Canvas is inadequate for Business Model Planning, Strategy, and Performance Management; the Lean Canvas does not use a business model as a unit of analysis.
Recently, I presented a list of 10 characteristics of a “great” Business Model Canvas. The traditional BMC scored a 3 (out of 10). The 10 characteristics relate to tasks especially in Business Model Planning, Strategy, and Performance Management as well as Business Model Gamification. The question, then, is: how can we “ideally” transform a good BMC to a great BMC? Ideally, we should make little or no changes to the topics of the BMC and logic of a business model. The Lean Canvas falls short of that ideal.
The presentation below shows how one can “gamificate” (turn into a game) the traditional BMC so that it meets the 10 criteria of a great Business Model Canvas.
http://goo.gl/vWnOHl
Visually Integrating Porter’s 5 Forces of Competition with the Business Model...Rod King, Ph.D.
The Business Model Canvas is a tool that illustrates how a business creates and delivers value as well as makes money. However, a Business Model Canvas presents a worm’s eye view of a business so that the context or Environment is not shown on the Business Model Canvas. Nevertheless, the Business Model Canvas (worm’s eye view) and Business Model Environment (bird’s eye view) can be presented on a single page; see page 201 of the book, “Business Model Generation” by Alexander Osterwalder and Yves Pigneur.
In describing the Business Model Environment of the Business Model Canvas, the literature has focused on 4 “Global Forces” of the Macro-Environment: Industry Ecosystem (IE); Market Ecosystem (ME); Key Trends & Complementors (KTC); Macro-Economic Influencers (MEI). However, we have yet to come across a one-page worksheet that simultaneously illustrates the Business Model Canvas and Business Model Environment. Consequently, some people find it difficult to concurrently analyze the fitness between a business model and its environment.
This presentation (http://goo.gl/1uinUW) uniquely presents a modular worksheet that contains the Business Model Canvas and Business Model Environment. Consequently, one can simultaneously analyze a business model and its global environment especially with a view to determining environmental fitness of a business model. Although its boundaries are fluid, the Business Model Environment largely acts as a constraint to the growth of a business model. According to “Constructionists,” a Business Model Environment mostly determines whether a nascent business model thrives or dies. However, “Reconstructionists” such as Blue Ocean Strategists believe that a Blue Ocean business model can create an uncontested market space and subsequently, redefine market boundaries and industries that make competitors irrelevant.
To determine the chances of a business model thriving or dying in an existing industry (Red Ocean), it’s imperative to analyze industry attractiveness especially using Porter’s 5 Forces of Competition or “Industry Forces.” Industry Attractiveness Analysis can be enhanced by combining the diagram for Porter’s 5 Forces and the Business Model Canvas. Such an integrated diagram can be used to determine the competitive advantage of a business model.
In the presentation below, a diagram is presented which seamlessly integrates Porter’s 5 Forces and the Business Model Canvas. The resulting one-page modular worksheet is referred to as the Global Business Model (GBM) Canvas. Note that GBM Canvas also refers to the one-page modular worksheet that combines the 4 Global Forces with the Business Model Canvas. The objective of a GBM Canvas is to provide a single page that facilitates seeing both the big picture and details of a business model. In summary, the GBM Canvas facilitates comprehensive internal and external analyses of a business model.
The 4 Interfaces for the Business Model Canvas and Storyboard: How to THINK O...Rod King, Ph.D.
If you are looking for ways to improve your creativity and productivity especially in Business Model Innovation, then explore the 4 ways of organizing and presenting information for systems.
This presentation features an "Advanced" Business Model Canvas. Building on Alexander Osterwalder's Business Model Canvas and Business Model Environment as well as Rod King's Value Chain Map. New elements are added to the Business Model Canvas while maintaining the visual structure of the original canvas.
Using the Advanced Business Model Canvas, you'll be able to carry out business model planning, analysis, design, and performance management such as in the following tools and techniques:
* Balanced Scorecard
* Strategy Map
* Value Chain Analysis
* Root-cause Analysis
* Process Analysis (as in Six Sigma)
The Advanced Business Model Canvas is envisioned as a 'one-stop tool' that facilitates 3D-Business Model Planning.
Once we create a business model canvas for our business idea, how do we proceed in making a financial plan? How do we assess if it's in principle financially feasible? How do we create income statements, cash flows and do break-even analysis. This workshop was aimed to bridge the gap between BMC and financial plan aimed to aid entrepreneurs struggling with financial statements. If you found this helpful or have suggestions I would love to read it in the comments section.
Visually Integrating Porter’s 5 Forces of Competition with the Business Model...Rod King, Ph.D.
The Business Model Canvas is a tool that illustrates how a business creates and delivers value as well as makes money. However, a Business Model Canvas presents a worm’s eye view of a business so that the context or Environment is not shown on the Business Model Canvas. Nevertheless, the Business Model Canvas (worm’s eye view) and Business Model Environment (bird’s eye view) can be presented on a single page; see page 201 of the book, “Business Model Generation” by Alexander Osterwalder and Yves Pigneur.
In describing the Business Model Environment of the Business Model Canvas, the literature has focused on 4 “Global Forces” of the Macro-Environment: Industry Ecosystem (IE); Market Ecosystem (ME); Key Trends & Complementors (KTC); Macro-Economic Influencers (MEI). However, we have yet to come across a one-page worksheet that simultaneously illustrates the Business Model Canvas and Business Model Environment. Consequently, some people find it difficult to concurrently analyze the fitness between a business model and its environment.
This presentation (http://goo.gl/1uinUW) uniquely presents a modular worksheet that contains the Business Model Canvas and Business Model Environment. Consequently, one can simultaneously analyze a business model and its global environment especially with a view to determining environmental fitness of a business model. Although its boundaries are fluid, the Business Model Environment largely acts as a constraint to the growth of a business model. According to “Constructionists,” a Business Model Environment mostly determines whether a nascent business model thrives or dies. However, “Reconstructionists” such as Blue Ocean Strategists believe that a Blue Ocean business model can create an uncontested market space and subsequently, redefine market boundaries and industries that make competitors irrelevant.
To determine the chances of a business model thriving or dying in an existing industry (Red Ocean), it’s imperative to analyze industry attractiveness especially using Porter’s 5 Forces of Competition or “Industry Forces.” Industry Attractiveness Analysis can be enhanced by combining the diagram for Porter’s 5 Forces and the Business Model Canvas. Such an integrated diagram can be used to determine the competitive advantage of a business model.
In the presentation below, a diagram is presented which seamlessly integrates Porter’s 5 Forces and the Business Model Canvas. The resulting one-page modular worksheet is referred to as the Global Business Model (GBM) Canvas. Note that GBM Canvas also refers to the one-page modular worksheet that combines the 4 Global Forces with the Business Model Canvas. The objective of a GBM Canvas is to provide a single page that facilitates seeing both the big picture and details of a business model. In summary, the GBM Canvas facilitates comprehensive internal and external analyses of a business model.
The 4 Interfaces for the Business Model Canvas and Storyboard: How to THINK O...Rod King, Ph.D.
If you are looking for ways to improve your creativity and productivity especially in Business Model Innovation, then explore the 4 ways of organizing and presenting information for systems.
This presentation features an "Advanced" Business Model Canvas. Building on Alexander Osterwalder's Business Model Canvas and Business Model Environment as well as Rod King's Value Chain Map. New elements are added to the Business Model Canvas while maintaining the visual structure of the original canvas.
Using the Advanced Business Model Canvas, you'll be able to carry out business model planning, analysis, design, and performance management such as in the following tools and techniques:
* Balanced Scorecard
* Strategy Map
* Value Chain Analysis
* Root-cause Analysis
* Process Analysis (as in Six Sigma)
The Advanced Business Model Canvas is envisioned as a 'one-stop tool' that facilitates 3D-Business Model Planning.
Once we create a business model canvas for our business idea, how do we proceed in making a financial plan? How do we assess if it's in principle financially feasible? How do we create income statements, cash flows and do break-even analysis. This workshop was aimed to bridge the gap between BMC and financial plan aimed to aid entrepreneurs struggling with financial statements. If you found this helpful or have suggestions I would love to read it in the comments section.
Introduction and workshop to develop student team concepts into business model hypotheses. Focused on value proposition design, customer segments, and the rest of the Business Model Canvas.
A Business DNA Map of the Business Model CanvasRod King, Ph.D.
This is a presentation that features an all-in-one tool for Business Model Innovation, Strategic Planning, and Performance Management. In business today, there are hundreds of tool. However, many of these tools are complex, disparate, and difficult to use. The Business DNA Map provides a visual plaftorm for presenting all planning tools. The Business DNA Map uses a visual story (narrative) framework to integrate the disparate tools of Business Model Innovation, Strategic Planning, and Performance Management.
Totally Resolve the Conflict Between Users of the Business Model Canvas and L...Rod King, Ph.D.
This presentation contains the Lean Business Model (LBM) Canvas which completely eliminates the conflict between the Business Model Canvas and Lean Canvas. Unlike in each of the aforementioned tools, the LBM Canvas can be used as a Business Model Canvas, Lean Canvas, or Business Model Storyboard. The LBM Canvas is a child of the Dramatic Story Canvas, which can be used to facilitate the formulation, development, and management of what Richard Rumelt calls "Good Strategy."
http://goo.gl/9icrlh
Business Model Generation (Alex Osterwalder)Endrigo Ramos
Systematically understand, design & differentiate your business model.
Disruptive new business models are emblematic of our generation. Yet they remain poorly understood, even as they transform competitive landscapes across industries. Business Model Generation offers you powerful, simple, tested tools for understanding, designing, re-working, and implementing business models.
Written by Alex Osterwalder
Slides designed by Endrigo Ramos
http://businessmodelgeneration.com/book
The Business Model Canvas is a strategic management and lean startup template for developing new or documenting existing business models. The presentation is a summary and explanation of key building blocks of the business model canvas.
You've created some really great software, but is it sufficient to form the basis of a viable business? What's your business model? How can you describe your business model and effectively communicate your vision to others? How can other people evaluate your business model and determine whether your vision and business strategies have merit? This talk provides a conceptual basis for defining, documenting and evaluating business models. It uses real-world examples to show how these concepts can be effectively applied to build actual businesses. Presented at RubyNation 2011.
I was invited to Melbourne, Australia, to give a talk to business people on the topic of business models.
watch the full video of the talk here:
http://business-model-design.blogspot.com/2007/08/speaking-engagement-on-business-models.html
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
Introduction and workshop to develop student team concepts into business model hypotheses. Focused on value proposition design, customer segments, and the rest of the Business Model Canvas.
A Business DNA Map of the Business Model CanvasRod King, Ph.D.
This is a presentation that features an all-in-one tool for Business Model Innovation, Strategic Planning, and Performance Management. In business today, there are hundreds of tool. However, many of these tools are complex, disparate, and difficult to use. The Business DNA Map provides a visual plaftorm for presenting all planning tools. The Business DNA Map uses a visual story (narrative) framework to integrate the disparate tools of Business Model Innovation, Strategic Planning, and Performance Management.
Totally Resolve the Conflict Between Users of the Business Model Canvas and L...Rod King, Ph.D.
This presentation contains the Lean Business Model (LBM) Canvas which completely eliminates the conflict between the Business Model Canvas and Lean Canvas. Unlike in each of the aforementioned tools, the LBM Canvas can be used as a Business Model Canvas, Lean Canvas, or Business Model Storyboard. The LBM Canvas is a child of the Dramatic Story Canvas, which can be used to facilitate the formulation, development, and management of what Richard Rumelt calls "Good Strategy."
http://goo.gl/9icrlh
Business Model Generation (Alex Osterwalder)Endrigo Ramos
Systematically understand, design & differentiate your business model.
Disruptive new business models are emblematic of our generation. Yet they remain poorly understood, even as they transform competitive landscapes across industries. Business Model Generation offers you powerful, simple, tested tools for understanding, designing, re-working, and implementing business models.
Written by Alex Osterwalder
Slides designed by Endrigo Ramos
http://businessmodelgeneration.com/book
The Business Model Canvas is a strategic management and lean startup template for developing new or documenting existing business models. The presentation is a summary and explanation of key building blocks of the business model canvas.
You've created some really great software, but is it sufficient to form the basis of a viable business? What's your business model? How can you describe your business model and effectively communicate your vision to others? How can other people evaluate your business model and determine whether your vision and business strategies have merit? This talk provides a conceptual basis for defining, documenting and evaluating business models. It uses real-world examples to show how these concepts can be effectively applied to build actual businesses. Presented at RubyNation 2011.
I was invited to Melbourne, Australia, to give a talk to business people on the topic of business models.
watch the full video of the talk here:
http://business-model-design.blogspot.com/2007/08/speaking-engagement-on-business-models.html
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
This presentation is based on the top seller book "Business Model Generation" by Alex Osterwalder and Yves Pigneur. This book introduces the Business Model Canvas, the world's leading tool in creating and analyzing business models. This great tool allows you to sketch out your business model visually without starting with a scary business plan.
You can take my online course which covers more content, examples, quizzes, challenges and provides a certificate of completion.
Get course discounts and learn more:
www.playtactic.com
I hope you find this beneficial and good luck on your business model ;)
Design Thinking and the Business Model Canvas for the Mobile EconomySerge Van Oudenhove
Présentation sur Le Design Thinking and the Business Model Canvas for the Mobile Economyréalisé dans le cadre de StartLab de Solvay Entrepreneurs. http://startlab.solvayentrepreneurs.be/
Business Model Canvas explanation and examples from technology, creative, and home products industries:
Cirque Du Soleil Business Model Canvas
Skype Business Model Canvas
Easy Taxi Business Model Canvas
Facebook Business Model Canvas
Kinder Business Model Canvas
Louis Vitton Business Model Canvas
Airbnb Business Model Canvas
Nespresso Business Model Canvas
Netflix Business Model Canvas
Google Search Business Model Canvas
Black Eyed Peas Business Model Canvas
In this presentation we explore the link between business need and customer need and how to innovate (and remove business problems or discover business opportunities) through persona creation and Design Thinking
How to choose the right business model? by @boardofinno - @nickdemeyBoard of Innovation
The different revenue model options, business model types and drivers why people pay. From Freemium, Broker to Razor-blade models. Ask the right questions to select your monetization strategy.
Business Model Canvas vs Lean Canvas vs One-Page Lean StartupRod King, Ph.D.
The Business Plan is the traditional document that established businesses and non-profit organizations as well as startups, entrepreneurs, and innovators use to document their strategy and tactics for achieving goals in projects. However, the traditional business plan is voluminous, complex, filled with grand hypotheses (vision), and becomes increasingly irrelevant as a project proceeds in the real world.
In recent years, many individuals and organizations have been abandoning the traditional business/strategic plan in favor of one-page documents that present project plans, business models, and ecosystems. The most common one-page project summaries are currently the tools of the Business Model Canvas, Lean Canvas, and One-Page Lean Startup. This presentation briefly introduces and compares these three business model (ecosystem) mapping tools especially using the workflow of 8 activities for Lean Startup Project Management.
Which business model (ecosystem) mapping tool is your favorite? And why?
What other tools are you using for summarizing, presenting, and managing your project plans as well as business models and ecosystems?
We look forward to hearing from you.
Best regards.
Intro to Product Management and Business Model Canvas (BMC)Mulyadi Oey
A set of slides that I had used to describe what Product Management in general is and how to utilize Business Model Canvas (BMC) to help organizations / startups in finding their product-market fit.
My slide about Business Design & Business Model Canvas used in the event "STARTUP IS MY WAY".
This is a 1-day event for students and young entrepreneurs hosted by H-FARM (6th of December 2016).
Business Model Generation: Business Model Canvas + Design ThinkingSiddhant Choudhary
A business model describes the rationale of how an organisation creates, delivers and captures value. This ppt runs you through basics of business model generation.
Onopia - 5 business models disruptifs pour vous inspirer 2016.Etude réalisée par Onopia, spécialiste du Design Thinking, de la créativité, de l'expérience et de l'innovation de business model.
Lean Organizational Development Canvas for the Ideal Organization rod kingRod King, Ph.D.
The Lean Organizational Development Canvas features 10 blocks of best-practice outcomes and goals. The Lean Organizational Development Canvas for the ideal organization, which is like an unchanging North Star, can be used to facilitate the auditing, improvement, and design of business models.
Business Model Strips for Customer Growth Hackers: A New Business Model Notat...Rod King, Ph.D.
5 Business Model Strips for Customer Growth Hackers (It’s not what you think!)
***
“Customer Growth Hacking is at the heart of the Entrepreneurial Revolution (ER), the epicenter of which is in Silicon Valley.” Rod King
***
First, let’s take a short quiz:
Who is a CUSTOMER GROWTH HACKER?
1) Is (s)he someone making TRADITIONAL BUSINESS PLANNERS obsolete?
2) Is (s)he someone making TRADITIONAL MARKETERS obsolete?
3) Is (s)he someone making TRADITIONAL BUSINESS STRATEGISTS obsolete?
Actually, all of the above answers are correct. The presentation above explains how.
---
http://goo.gl/Rs0DqN
Business Model Process Canvas vs. Business Model Brain for Nespresso: What's ...Rod King, Ph.D.
Business model blueprints are increasingly replacing the traditional organizational chart in many organizations. I can't remember the last time that I saw an organizational chart for a real business!
In the last five years, there has been an explosion of tools for visualizing business models. However, there has been no common language or platform that can be used for mapping tools for business model visualization and consequently, facilitate communication between business modelers. This presentation introduces the tool of the Global Problem Solving (GPS) Brain and Canvas that can be used to map tools for business problem solving and design. To facilitate understanding and application of the GPS Brain and Canvas, it is applied to topics of the Business Model Canvas, thereby yielding the templates of the Business Model Brain and Business Model Process Canvas. These emergent templates are used to visually document the story and business model of Nespresso.
The templates of the Business Model Brain and Business Model Process Canvas have their advantages and disadvantages. Your task as a collaborator involves first reviewing the example on the Business Model Brain and Business Model Process Canvas for Nespresso. Then, state your preference for the business model visualization tool that you would use to document the business model of your organization. Your comments and feedback are most welcome.
Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for...Rod King, Ph.D.
About a week ago, the startup world got ablaze from reading Steve Blank’s blog post, “A New Way to Look at Competitors.” In the blog post, Blank notes that the traditional Competitive Graph – which focuses on differentiating offerings of “Our Company” vs. “Our Competitors” - is “inappropriate for startups or existing companies creating new markets.” Blank goes on to offer a Petal Diagram which places a given company (startup) in the core of a flower while segments of competitors are place in petals that surround the core. But how useful is Steve Blank’s Petal Diagram especially for startups?
Judging from feedback including Tweets and Facebook Likes on the Internet, the response to the Petal Diagram is extremely positive. Many readers note that the Petal Diagram offers benefits including the following:
# great way to communicate a startup’s position and opportunity especially to investors (Venture Capitalists)
# segmentation of an existing market while showing sources of future customers as well as potential competitors and partners
# visually appealing way for investors to see growth opportunities for a startup
# linkage to business model innovation especially using the Business Model Canvas
Although feedback on the Petal Diagram is generally great, some people are critical of the form and usefulness of the Petal Diagram especially in presenting proposals to investors. Perhaps, the strongest critique of the Petal Diagram comes from fellow Venture Capitalist, Tomasz Tunguz who blogged on: “Why the Petal Diagram Isn’t the Best Competition Diagram for Startup’s Pitch.” Tunguz’s main critique was “petal diagrams don't communicate the startup's unique way of competing in the market.” In short, the Petal Diagram is not useful for Brand Positioning, Value Proposition Design, Competitive Analysis, and Benchmarking. Consequently, it would seem like the Petal Diagram has to be used in conjunction with the classic Competitive Graph to present a wholesome picture of a startup’s opportunity and strategy. Or ... can we visually reframe the classic Competitive Graph so that it offers its original features as well as all the features and benefits of the Petal Diagram? I believe that we can. Yes, we can.
http://goo.gl/8TKHm4
Why the Balanced Scorecard is Good but Not Great: The BUSINESS MODEL STRATEGY...Rod King, Ph.D.
Developed by Robert Kaplan and David Norton in the 1990s, the Balanced Scorecard (BSC) is the most widely used tool for managing the performance of a business. The BSC is used by the majority of companies in the Fortune 1000 as well as by many small and medium-scale businesses. The BSC focuses on a managing a chain or “stream” of performance metrics rather than the output or traditional singular financial metric of profit.
In the presentation below - http://goo.gl/lSIDX9 - I take a critical look at the traditional Balanced Scorecard as well as introduce a new tool in the evolution of the framework for the Balanced Scorecard. Tools such as Kaplan and Norton’s Strategy Map have been developed to complement the Balanced Scorecard. However, in this age of Business Model Planning, Strategy, and Performance Management, the traditional Balanced Scorecard or Strategy Map is not enough.
What do you think?
Rod.
http://goo.gl/lSIDX9
The presentation adapts the nine elements of the Business Model Canvas to create nine corresponding principles of sales.
It uses the memory device or acronym* ‘salesforce’.
The outcome is a circular mnemonic** which is a conceptual and visual aid to understand sales and other business systems.
The Business Model Canvas is a strategic management and entrepreneurial tool.
It allows you to describe, design, challenge, invent, and pivot your business model.
The Business Model Canvas (BMC) is a strategic management tool for quickly and easily defining and communicating a business idea or concept. A business model canvas is a one-page document that works through the fundamental elements of a business or product and organizes ideas in a coherent way.
Blog version of presentation at:
http://gregmalcolm.com/archive/2009/07/14/user-interface-patterns.aspx
A look at some of the available UI Patterns such as MVC and their differences.
Customer Growth Factory: A Better Way to Visualize Lean Startups and Establis...Rod King, Ph.D.
"What's in a name? That which we call a rose
By any other name would smell as sweet."
William Shakespeare
***
What is a business?
According to Peter Drucker, the purpose of a business is to acquire and keep customers. However, many concepts and descriptions of a business do not reflect the need or goal of acquiring, keeping, and growing customers. In recent years, the concept of a business especially for startups is being challenged. One of the most popular concepts in recent years is Eric Ries's "Lean Startup." Ries defines a (lean) startup as follows:
"A startup is a human institution designed to create a new product or service under conditions of extreme uncertainty."
While Ries's concept is powerful in highlighting the temporary and experimental nature of a startup, it does not provide a unifying systems metaphor that comprehensively describes the ASPIRATIONS of startups as well as established businesses. I therefore came up with the concept of a "Customer Growth Factory" to fill this void.
There is strong synergy between the concept of a lean startup and that of a Customer Growth Factory. Also, a "Customer Growth Factory" relates to Scott Anthony and David Duncan's "Growth Factory." Further, Ash Maurya's concept of a "Customer Factory" ties in with ideas of a Customer Growth Factory in that one of the goals of a Customer Growth Factory is to produce happier customers. A key advantage of the concept of the Customer Growth Factory is that as a "business system", it can be related to both old and emerging ideas of a business. For rapid description, analysis, prototyping, and design of a a business, a Customer Growth Factory is represented using a business model strip.
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?
This presentation is based on my article “The extended Application Service Provider Service Model” in the December 2006 issue of the “Perspectives of the IASA” magazine
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.
Digital Transformation and IT Strategy Toolkit and TemplatesAurelien Domont, MBA
This Digital Transformation and IT Strategy Toolkit was created by ex-McKinsey, Deloitte and BCG Management Consultants, after more than 5,000 hours of work. It is considered the world's best & most comprehensive Digital Transformation and IT Strategy Toolkit. It includes all the Frameworks, Best Practices & Templates required to successfully undertake the Digital Transformation of your organization and define a robust IT Strategy.
Editable Toolkit to help you reuse our content: 700 Powerpoint slides | 35 Excel sheets | 84 minutes of Video training
This PowerPoint presentation is only a small preview of our Toolkits. For more details, visit www.domontconsulting.com
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.
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
LA HUG - Video Testimonials with Chynna Morgan - June 2024Lital Barkan
Have you ever heard that user-generated content or video testimonials can take your brand to the next level? We will explore how you can effectively use video testimonials to leverage and boost your sales, content strategy, and increase your CRM data.🤯
We will dig deeper into:
1. How to capture video testimonials that convert from your audience 🎥
2. How to leverage your testimonials to boost your sales 💲
3. How you can capture more CRM data to understand your audience better through video testimonials. 📊
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.
Cracking the Workplace Discipline Code Main.pptxWorkforce Group
Cultivating and maintaining discipline within teams is a critical differentiator for successful organisations.
Forward-thinking leaders and business managers understand the impact that discipline has on organisational success. A disciplined workforce operates with clarity, focus, and a shared understanding of expectations, ultimately driving better results, optimising productivity, and facilitating seamless collaboration.
Although discipline is not a one-size-fits-all approach, it can help create a work environment that encourages personal growth and accountability rather than solely relying on punitive measures.
In this deck, you will learn the significance of workplace discipline for organisational success. You’ll also learn
• Four (4) workplace discipline methods you should consider
• The best and most practical approach to implementing workplace discipline.
• Three (3) key tips to maintain a disciplined workplace.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
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.
www.seribangash.com
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.
https://seribangash.com/difference-public-and-private-company-law/
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
Tata Group Dials Taiwan for Its Chipmaking Ambition in Gujarat’s DholeraAvirahi City Dholera
The Tata Group, a titan of Indian industry, is making waves with its advanced talks with Taiwanese chipmakers Powerchip Semiconductor Manufacturing Corporation (PSMC) and UMC Group. The goal? Establishing a cutting-edge semiconductor fabrication unit (fab) in Dholera, Gujarat. This isn’t just any project; it’s a potential game changer for India’s chipmaking aspirations and a boon for investors seeking promising residential projects in dholera sir.
Visit : https://www.avirahi.com/blog/tata-group-dials-taiwan-for-its-chipmaking-ambition-in-gujarats-dholera/
3.0 Project 2_ Developing My Brand Identity Kit.pptxtanyjahb
A personal brand exploration presentation summarizes an individual's unique qualities and goals, covering strengths, values, passions, and target audience. It helps individuals understand what makes them stand out, their desired image, and how they aim to achieve it.
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
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.
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.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
A Business Model Canvas-KILLER. Rapidly Visualize, Prototype, and Test the 3 Engines of a Business Model
1. A
Business
Model
Canvas-‐Killer
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Dr.
Rod
King
Business
Model
Gamifica1on
2. “Good”
vs
“Great”
Business
Model
Canvas
REQUIREMENTS
(TASKS/FUNCTIONS)
FOR
BUSINESS
MODEL
PLANNING,
STRATEGY,
PERFORMANCE
MANAGEMENT,
AND
GAMIFICATION
“Good”
Business
Model
Canvas
1)
Can
be
carried
in
pocket/wallet:
ultra-‐portability;
modularity
“Great”
Business
Model
Canvas
ü
2)
Visualize
archetypal
parts
or
elements
of
a
business
model
(system):
Business
Model
Outline
(Form/Checklist/TreeMap)
ü
ü
3)
Organize
and
manage
ideas
regarding
the
parts
or
elements
of
a
business
model
(system):
Business
Model
Scorecard
ü
ü
4)
Illustrate
the
3
macro-‐modules
or
engines
of
a
business
model:
Provider
(Supply)
Model;
Customer
(Demand)
Model;
Value
(Performance/Profit)
Model:
MulWlevel
(Aggregate)
Analysis
ü
5)
Comprehensively
show
how
cause-‐and-‐effect
rela1onships
that
illustrate
how
a
business
model
works
to
deliver
value:
Business
Model
Strategy
Map;
FuncWonal
Analysis
Diagram
ü
6)
Illustrate
Problem-‐Solu1on
Fit
&
Product-‐Market
Fit:
Lean
Startup
method;
Engine
of
Growth
ü
7)
Facilitate
genera1on
and
management
of
business
model
hypotheses
as
well
as
strategy:
Business
Model
Strategy
ü
ü
8)
Facilitate
Premortem
(Failure
Analysis):
Root-‐cause
Analysis
ü
9)
Facilitate
problem
solving,
innova1on,
and
performance
mngt
as
well
as
Outcome-‐driven
Planning,
including
Discovery-‐driven
Planning:
Universal
Project
Management
(UPM)
Dashboard
ü
10)
Can
be
deployed
as
a
boardgame
with
“na1ve”
game
pieces
(cards)
&
board:
Business
Model
Jigsaw
(BMJ)
Game
ü
(3/10)
(10/10)
6. Jigsaw-‐Business
Model
Canvas
Jigsaw-‐Business
Model
Canvas
is
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-‐Share
Alike
3.0
Un-‐ported
License
7. Jigsaw-‐Business
Model
Canvas
Jigsaw-‐Business
Model
Canvas
is
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-‐Share
Alike
3.0
Un-‐ported
License
8. 9
Blank
Jigsaw
Cards
(Several
Types
of
Shapes)
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
BMC
Jigsaw
Cards
is
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-‐Share
Alike
3.0
Un-‐ported
License
9. Topic
Jigsaw
Cards
for
the
Business
Model
Canvas
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Key
AcWviWes
(KA)
Key
Resources
(KR)
Cost
Structure
(C$)
Value
ProposiWon
(VP)
Customer
Rel.
(CR)
Channels
(CH)
Customer
Segments
(CS)
Revenue
Streams
(R$)
Topics
of
BMC
Jigsaw
Cards
are
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-‐Share
Alike
3.0
Un-‐ported
License
10. Jigsaw
Board
for
Business
Model
Canvas
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
BMC
Jigsaw
Cards
is
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-‐Share
Alike
3.0
Un-‐ported
License
11. Jigsaw-‐Business
Model
Canvas:
9
Cards
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Key
AcWviWes
(KA)
Key
Resources
(KR)
Cost
Structure
(C$)
Value
ProposiWon
(VP)
Customer
Rel.
(CR)
Channels
(CH)
Customer
Segments
(CS)
Revenue
Streams
(R$)
BMC
Jigsaw
Cards
is
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-‐Share
Alike
3.0
Un-‐ported
License
12. Jigsaw-‐Business
Model
Canvas:
4
Panels
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Key
AcWviWes
(KA)
Key
Resources
(KR)
Cost
Structure
(C$)
Value
ProposiWon
(VP)
Customer
Customer
Segments
Rel.
(CS)
(CR)
Channels
(CH)
Revenue
Streams
(R$)
BMC
Jigsaw
Cards
is
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-‐Share
Alike
3.0
Un-‐ported
License
13. TradiWonal
Business
Model
Canvas:
Monolithic
Gameboard
(Form)
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Key
AcWviWes
(KA)
Key
Resources
(KR)
Cost
Structure
(C$)
Value
ProposiWon
(VP)
Customer
Rel.
(CR)
Customer
Segments
(CS)
Channels
(CH)
Revenue
Streams
(R$)
BMC
Jigsaw
Cards
is
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-‐Share
Alike
3.0
Un-‐ported
License
15. Business
Model
Canvas
for
Apple
(iPod)
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
q Record
companies
q Original
Equipment
Manufactur-‐
ers
q
q
q
q
Value
ProposiWon
Key
AcWviWes
(VP)
(KA)
q Luxury
Spot
q “A
Thousand
Songs
in
Your
Strategy
Pocket”
q Hardware/
Solware
Design
q Seamless
Music
Experience
q Marke1ng
&
Sales
q iPod
Hardware
Key
Resources
(KR)
q Staff/
Employees
q Brand/Culture
q Infra’:
IT
Cost
Structure
(C$)
Staff/Employees
Manufacturing
Marke1ng
&
Sales
Infrastructure:
IT
Customer
Rel.
Customer
Segments
(CR)
(CS)
q Online
q Face-‐to-‐face
q Luxury
Spoker:
q “Lock
in”
Listen
to
music
every-‐
where
Channels
(CH)
q Apple.com
q iTunes
Store
q Retail
stores
q Big
Box
Retail
q Customer
Habit
Engine
Revenue
Streams
(R$)
q iPod
Hardware
q iTunes
q Commissions
BMC
Jigsaw
Cards
is
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-‐Share
Alike
3.0
Un-‐ported
License
16. How
to
Use
The
Tradi?onal
Business
Model
Canvas
1. Plot
the
Business
Model
Canvas
on
a
Poster
2. Place
the
Poster
on
a
Wall
3. Sketch
Out
–
Especially
Using
Post-‐It
Notes
–
the
Business
Model
18. Visualize,
Prototype,
and
Test
A
Business
Model
In
Terms
of
Its
3
Engines:
q
Value
Engine:
Share
Value
q
Growth
Engine:
Deliver
Value
q
Enterprise
Engine:
Create
Value
19. Visualize,
Prototype,
and
Test
A
Business
Model
In
Terms
of
9
PerspecWves
Upstream
Midstream
Downstream
Key
Partners
(KP)
Value
ProposiWon
(VP)
PAIN:
Cost
Structure
(C$)
Key
Resources
(KR)
Channels
(CH)
&
Customer
RelaWonships
(CR)
DELIGHT:
Revenue
Streams
(R$)
Key
AcWviWes
(KA)
Customer
Segments
(CS)
VALUE:
PROFIT
Topics
with
Abbrevia1ons
are
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-‐Share
Alike
3.0
Un-‐ported
License
20. 9
Blank
Jigsaw
Cards
(One
Type
of
Shape)
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
21. Topic
Cards
for
the
Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Value
ProposiWon
(VP)
Cost
Structure
(C$)
Key
Resources
(KR)
Channels
(CH)
&
Customer
RelaWonships
(CR)
Revenue
Streams
(R$)
Key
AcWviWes
(KA)
Customer
Segments
(CS)
PROFIT
Topics
of
the
9
Jigsaw
Cards
are
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
underthe
CreaWve
Commons
A]ribute-‐Share
Alike
3.0
Un-‐ported
License
22. Gameboard
for
Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
HOW?
WHAT?
WHY?
23. Gameboard
for
Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
HOW?
Enterprise
Stream
WHAT?
Growth
Stream
WHY?
Value
Stream
24. Gameboard
for
Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
HOW?
Supply:
Value
CreaXon
WHAT?
Demand:
Value
Delivery
WHY?
Value
Sharing
(Capture)
25. Gameboard
for
Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
HOW?
Supply:
Value
CreaXon
WHAT?
Demand:
Value
Delivery
WHY?
Value
Sharing
(Capture)
26. Gameboard
for
Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Upstream
Cards
Supply:
Value
CreaXon
Midstream
Cards
Demand:
Value
Delivery
Downstream
Cards
Value
Sharing
(Capture)
27. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Value
ProposiWon
(VP)
Cost
Structure
(C$)
Key
Resources
(KR)
Channels
(CH)
&
Customer
RelaWonships
(CR)
Revenue
Streams
(R$)
Key
AcWviWes
(KA)
Customer
Segments
(CS)
PROFIT
28. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Value
ProposiWon
(VP)
[Product/Service]
PAIN:
Cost
Structure
(C$)
Key
Resources
(KR)
Channels
(CH)
&
Customer
RelaWonships
(CR)
DELIGHT:
Revenue
Streams
(R$)
Key
AcWviWes
(KA)
Customer
Segments
(CS)
VALUE:
PROFIT
29. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
WHY?
WHAT?
HOW?
Key
Partners
(KP)
Value
ProposiWon
(VP)
[Product/Service]
PAIN:
Cost
Structure
(C$)
Key
Resources
(KR)
Channels
(CH)
&
Customer
RelaWonships
(CR)
DELIGHT:
Revenue
Streams
(R$)
Key
AcWviWes
(KA)
Customer
Segments
(CS)
VALUE:
PROFIT
30. Always
Start
With
“Why?”
HOW?
WHAT?
WHY?
Note:
The
logic
as
well
as
sequence
of
Why-‐What-‐How
in
the
above
diagram
differs
from
Simon
Sinek’s
Golden
Circle
which
he
presents
in
his
book,
“Start
With
Why.”
31. “People
like
MarWn
Luther
King,
Jr.,
Steve
Jobs,
and
The
Wright
Brothers
Might
Have
Likle
in
Common,
But
They
All
Started
with
“Why?””
Simon
Sinek
33. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
HOW?
WHAT?
WHY?
34. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Downstream
Cards
PAIN:
Cost
Structure
(C$)
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q iPod
Hardware
q iTunes
q Commissions
VALUE:
PROFIT
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics
35. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Midstream
Cards
Value
ProposiWon
(VP)
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
Channels
(CH)
&
Customer
RelaWonships
(CR)
Downstream
Cards
PAIN:
Cost
Structure
(C$)
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
q iPod
Hardware
q iTunes
q Commissions
Customer
Segments
(CS)
VALUE:
PROFIT
q
Online/Face-‐to-‐Face;
Lock-‐in
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics
36. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Midstream
Cards
Upstream
Cards
Key
Partners
(KP)
q Record
companies
q Original
Equipment
Manufacturers
Key
Resources
(KR)
q
q
q
q
Staff/Employees
Brand/Culture
IP
Infrastructure:
IT
Key
AcWviWes
(KA)
q Luxury
Spot
Strategy
q Hardware/Solware
Design
q Marke1ng
&
Sales
Value
ProposiWon
(VP)
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
Channels
(CH)
&
Customer
RelaWonships
(CR)
Downstream
Cards
PAIN:
Cost
Structure
(C$)
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
q iPod
Hardware
q iTunes
q Commissions
Customer
Segments
(CS)
VALUE:
PROFIT
q
Online/Face-‐to-‐Face;
Lock-‐in
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics
37. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
q Record
companies
q Original
Equipment
Manufacturers
Key
Resources
(KR)
q
q
q
q
Staff/Employees
Brand/Culture
IP
Infrastructure:
IT
Key
AcWviWes
(KA)
q Luxury
Spot
Strategy
q Hardware/Solware
Design
q Marke1ng
&
Sales
WHY?
WHAT?
HOW?
Value
ProposiWon
(VP)
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
Channels
(CH)
&
Customer
RelaWonships
(CR)
PAIN:
Cost
Structure
(C$)
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
q iPod
Hardware
q iTunes
q Commissions
Customer
Segments
(CS)
VALUE:
PROFIT
q
Online/Face-‐to-‐Face;
Lock-‐in
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics
38. How
to
Basically
Use
the
Business
Model
Jigsaw
1. Plot
the
Gameboard
of
the
Business
Model
Jigsaw
on
a
Poster
2. Place
the
Poster
on
a
Table
3. Lay
Out
–
Especially
Using
Index
Cards
or
Blank
Business
Cards
–
the
Business
Model
In
Terms
of
its
3
Engines:
HOW?
WHAT?
Enterprise
Engine
Growth
Engine
q Value
Engine
q Growth
Engine
q Enterprise
Engine
WHY?
Value
Engine
44. A
Business
Model
Strategy
Map
Is
A
Cause-‐and-‐Effect
Diagram
That
Illustrates
How
an
OrganizaWon
Creates,
Delivers,
and
Shares
Value
(Profit)
45. A
Business
Model
Strategy
Map
Facilitates
The
TranslaWon
of
Mission/Vision/Purpose
Into
Reality
46. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
MISSION/VISION/PURPOSE:
………………………………………………………………………………………………………………………………………
47. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
HOW?
WHAT?
WHY?
48. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Upstream
Midstream
Downstream
49. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Upstream
Cards
Supply:
Value
CreaXon
Midstream
Cards
Demand:
Value
Delivery
Downstream
Cards
Value
Sharing
(Capture)
50. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Value
ProposiWon
(VP)
PAIN:
Cost
Structure
(C$)
Key
Resources
(KR)
Channels
(CH)
&
Customer
RelaWonships
(CR)
DELIGHT:
Revenue
Streams
(R$)
Key
AcWviWes
(KA)
Customer
Segments
(CS)
VALUE:
PROFIT
51. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Value
ProposiWon
(VP)
PAIN:
Cost
Structure
(C$)
Key
Resources
(KR)
Channels
(CH)
&
Customer
RelaWonships
(CR)
DELIGHT:
Revenue
Streams
(R$)
Key
AcWviWes
(KA)
Customer
Segments
(CS)
VALUE:
PROFIT
52. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
affect(s)
Key
Resources
(KR)
impact(s)
impact(s)
Channels
(CH)
&
Customer
RelaWonships
(CR)
deliver(s)
Key
AcWviWes
(KA)
affect(s)
impact(s)
affect(s)
Customer
Segments
(CS)
PAIN:
Cost
Structure
(C$)
impacts
affects
DELIGHT:
Revenue
Streams
(R$)
drive(s)
impact(s)
Value
ProposiWon
(VP)
(Problem-‐Solu1on
Fit;
Product-‐Market
Fit)
Key
Partners
(KP)
VALUE:
PROFIT
53. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
impact(s)
Value
ProposiWon
(VP)
affect(s)
Key
Resources
(KR)
impact(s)
impact(s)
Key
AcWviWes
(KA)
impact(s)
DELIGHT:
Revenue
Streams
(R$)
affect(s)
Customer
Segments
(CS)
affect(s)
Channels
(CH)
&
Customer
RelaWonships
(CR)
deliver(s)
PAIN:
Cost
Structure
(C$)
VALUE:
PROFIT
54. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
affect(s)
Key
Resources
(KR)
impact(s)
impact(s)
Channels
(CH)
&
Customer
RelaWonships
(CR)
deliver(s)
Key
AcWviWes
(KA)
affect(s)
impact(s)
affect(s)
Customer
Segments
(CS)
PAIN:
Cost
Structure
(C$)
impacts
affects
DELIGHT:
Revenue
Streams
(R$)
drive(s)
impact(s)
Value
ProposiWon
(VP)
[Product/Service]
(Problem-‐Solu1on
Fit;
Product-‐Market
Fit)
Key
Partners
(KP)
VALUE:
PROFIT
55. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
affect(s)
Key
Resources
(KR)
impact(s)
impact(s)
Channels
(CH)
&
Customer
RelaWonships
(CR)
deliver(s)
Key
AcWviWes
(KA)
affect(s)
impact(s)
affect(s)
Customer
Segments
(CS)
PAIN:
Cost
Structure
(C$)
impacts
affects
DELIGHT:
Revenue
Streams
(R$)
drive(s)
Value
ProposiWon
(VP)
[Product/Service]
(Problem-‐Solu1on
Fit;
Product-‐Market
Fit)
Key
Partners
(KP)
impact(s)
WHY?
WHAT?
HOW?
VALUE:
PROFIT
57. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
HOW?
WHAT?
WHY?
58. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Upstream
Cards
Midstream
Cards
Downstream
Cards
59. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
q Record
companies
q Original
Equipment
Manufacturers
Key
Resources
(KR)
q
q
q
q
Staff/Employees
Brand/Culture
IP
Infrastructure:
IT
Key
AcWviWes
(KA)
q Luxury
Spot
Strategy
q Hardware/Solware
Design
q Marke1ng
&
Sales
Value
ProposiWon
(VP)
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
Channels
(CH)
&
Customer
RelaWonships
(CR)
PAIN:
Cost
Structure
(C$)
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
q iPod
Hardware
q iTunes
q Commissions
Customer
Segments
(CS)
VALUE:
PROFIT
q
Online/Face-‐to-‐Face;
Lock-‐in
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics
60. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
q Record
companies
q Original
Equipment
Manufacturers
Key
Resources
(KR)
q
q
q
q
Staff/Employees
Brand/Culture
IP
Infrastructure:
IT
Key
AcWviWes
(KA)
q Luxury
Spot
Strategy
q Hardware/Solware
Design
q Marke1ng
&
Sales
Value
ProposiWon
(VP)
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
Channels
(CH)
&
Customer
RelaWonships
(CR)
PAIN:
Cost
Structure
(C$)
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
q iPod
Hardware
q iTunes
q Commissions
Customer
Segments
(CS)
VALUE:
PROFIT
q
Online/Face-‐to-‐Face;
Lock-‐in
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics
61. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
impact(s)
affect(s)
Key
Resources
(KR)
q
q
q
q
Staff/Employees
Brand/Culture
IP
Infrastructure:
IT
impact(s)
deliver(s)
Key
AcWviWes
(KA)
q Luxury
Spot
Strategy
q Hardware/Solware
Design
q Marke1ng
&
Sales
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
impact(s)
affect(s)
Channels
(CH)
&
Customer
RelaWonships
(CR)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
q
Online/Face-‐to-‐Face;
Lock-‐in
impact(s)
affect(s)
Customer
Segments
(CS)
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
impacts
affects
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q iPod
Hardware
q iTunes
q Commissions
drive(s)
q Record
companies
q Original
Equipment
Manufacturers
PAIN:
Cost
Structure
(C$)
Value
ProposiWon
(VP)
(Problem-‐Solu1on
Fit;
Product-‐Market
Fit)
Key
Partners
(KP)
VALUE:
PROFIT
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics
62. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
q Record
companies
q Original
Equipment
Manufacturers
impact(s)
affect(s)
Key
Resources
(KR)
q
q
q
q
Staff/Employees
Brand/Culture
IP
Infrastructure:
IT
impact(s)
deliver(s)
Key
AcWviWes
(KA)
q Luxury
Spot
Strategy
q Hardware/Solware
Design
q Marke1ng
&
Sales
Value
ProposiWon
(VP)
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
impact(s)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
Online/Face-‐to-‐Face;
Lock-‐in
impact(s)
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
affect(s)
Channels
(CH)
&
Customer
RelaWonships
(CR)
q
PAIN:
Cost
Structure
(C$)
DELIGHT:
Revenue
Streams
(R$)
q iPod
Hardware
q iTunes
q Commissions
affect(s)
Customer
Segments
(CS)
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
VALUE:
PROFIT
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics
63. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
impact(s)
affect(s)
Key
Resources
(KR)
q
q
q
q
Staff/Employees
Brand/Culture
IP
Infrastructure:
IT
impact(s)
deliver(s)
Key
AcWviWes
(KA)
q Luxury
Spot
Strategy
q Hardware/Solware
Design
q Marke1ng
&
Sales
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
impact(s)
affect(s)
Channels
(CH)
&
Customer
RelaWonships
(CR)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
q
Online/Face-‐to-‐Face;
Lock-‐in
impact(s)
affect(s)
Customer
Segments
(CS)
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
impacts
affects
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q iPod
Hardware
q iTunes
q Commissions
drive(s)
q Record
companies
q Original
Equipment
Manufacturers
PAIN:
Cost
Structure
(C$)
Value
ProposiWon
(VP)
(Problem-‐Solu1on
Fit;
Product-‐Market
Fit)
Key
Partners
(KP)
VALUE:
PROFIT
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics
64. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
affect(s)
Key
Resources
(KR)
q
q
q
q
Staff/Employees
Brand/Culture
IP
Infrastructure:
IT
impact(s)
deliver(s)
Key
AcWviWes
(KA)
q Luxury
Spot
Strategy
q Hardware/Solware
Design
q Marke1ng
&
Sales
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
impact(s)
affect(s)
Channels
(CH)
&
Customer
RelaWonships
(CR)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
q
Online/Face-‐to-‐Face;
Lock-‐in
impact(s)
affect(s)
Customer
Segments
(CS)
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
impacts
affects
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q iPod
Hardware
q iTunes
q Commissions
drive(s)
q Record
companies
q Original
Equipment
Manufacturers
PAIN:
Cost
Structure
(C$)
Value
ProposiWon
(VP)
(Problem-‐Solu1on
Fit;
Product-‐Market
Fit)
Key
Partners
(KP)
impact(s)
WHY?
WHAT?
HOW?
VALUE:
PROFIT
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics
65. Environment
Of
A
Business
Model
Jigsaw
LEVEL
3:
Environment
(Supersystem)
Diagram
66. Environment
of
Business
Model
Jigsaw:
“SWOT”
Factors
W:
Weaknesses
ENTERPRISE
ENGINE:
Build
Value
Delivery:
Midstream
Cards
GROWTH
ENGINE:
Measure
T:
Threats
Value
Sharing
(Happiness):
Downstream
Cards
VALUE
ENGINE:
Learn
O:
OpportuniWes
S:
Strengths
Value
Crea?on:
Upstream
Cards
67. Environment
of
Business
Model
Jigsaw:
Environmental
Factors
Value
Crea?on:
Upstream
Cards
ENTERPRISE
ENGINE:
Build
Value
Delivery:
Midstream
Cards
GROWTH
ENGINE:
Measure
ENVIRONMENT
Value
Sharing
(Happiness):
Downstream
Cards
VALUE
ENGINE:
Learn
68. Environment
of
Business
Model
Jigsaw:
Global
Environmental
Factors
Value
Crea?on:
Upstream
Cards
ENTERPRISE
ENGINE:
Build
Value
Delivery:
Midstream
Cards
GROWTH
ENGINE:
Measure
Value
Sharing
(Happiness):
Downstream
Cards
VALUE
ENGINE:
Learn
Macro-‐Economic
Influencers
(MEI):
Global
Economy
Market
Ecosystem
(ME):
Demand
Industry
Ecosystem
(IE):
Supply
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)
69. Environment
of
Business
Model
Jigsaw:
Local
Industry
Factors
Value
Crea?on:
Upstream
Cards
ENTERPRISE
ENGINE:
Build
Value
Delivery:
Midstream
Cards
GROWTH
ENGINE:
Measure
Value
Sharing
(Happiness):
Downstream
Cards
VALUE
ENGINE:
Learn
Threat
of
SubsWtute
Products
or
Services
Bargaining
Power
of
Customers
Bargaining
Power
of
Suppliers
Threat
of
New
Entrants