Starting business design by using a Value Chain, Business Model Canvas, Lean Canvas, or other business model visualization is a wasteful process in terms of time, money, and other resources that are consumed. The Customer Experience (CE) Gameplan indicates why. In addition, the CE Gameplan can be used to explain why some business models succeed while others fail, decline, or die.
A template of the Customer Experience (CE) Gameplan is available here:
http://goo.gl/cI1DBa
A workshop on Value Proposition Design by Sam Rye from Lifehack & Enspiral.
This workshop takes you through the Value Proposition Canvas, helps you pitch your vision, and lays out a short exercise to make a 2D or 3D prototype of your solution for feedback.
It draws heavily on the content, language and concepts from this book, which we highly recommend you buy if you're serious about (social) entepreneurship or intrapreneurship : https://strategyzer.com/value-proposition-design
Template for the improved Value Proposition Canvas. This version focuses on customer wants, needs and fears and on features, benefits and user experiences.
The Value Proposition Canvas vs. The 1-Minute Value Proposition Act: A BETTER...Rod King, Ph.D.
“Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done”
Wouldn’t it be great if we so deeply understand customers that we could accurately predict customers’ adoption, hiring, and buying decisions? Then, no startup or established business would build products, services, and tools that customers do not want or buy. Waste in business and the dismal failure of startups would be eliminated. Newly launched products, services, and tools would achieve Product-Market fit in no time. And … gainful employment, generated income, and standard of living would be higher. But, why do we not have this paradise especially in the world of entrepreneurship and startups?
My main hypothesis is that currently, business management is largely an art the mastery and tacit knowledge of which reside with a few practitioners such as the late Steve Jobs. Business management is still a blackbox: we know what goes in and what comes out of business. However, we have yet to fully figure out and accurately model how the inside of a business’s blackbox interacts with the environment at present as well as in future.
In the past, the main tools for systematically planning, launching, and building products, services, and organizations was the voluminous and rigid business plan. In today’s volatile, uncertain, complex, and ambiguous environment, the voluminous and rigid business plan is increasingly considered inappropriate. New tools are emerging to replace the business plan especially in the world of startups. This article focuses on tools that facilitate the achievement of Product-Market Fit since Product-Market fitness is considered the greatest risk to having a repeatable and scalable business model and consequently, a profitable and enduring organization.
In this presentation, two tools are presented that focus on achieving Product-Market Fit. One is Alexander Osterwalder’s Value Proposition Canvas (VPC) while the other is my 1-Minute Value Proposition Act (VPA). Both the VPC and 1-Minute VPA are modules of a business model (story). The VPC focuses on the “Job-To-Be-Done” as a unit of analysis while the 1-Minute VPA considers a “customer’s trade-off and decision-making” as the unit of analysis.
In the presentation, elements of the VPC and 1-Minute VPA are considered and examined within the context of a case study. The aim is to enable readers which include entrepreneurs and startups to compare and contrast the two tools with a view to making informed decisions while trying to achieve Product-Market Fit for newly launched products, services, and organizations. As the quote at the beginning says: “Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done.”
Your feedback would be greatly appreciated.
Rod.
Focus is on the process of creating a crisp and concise value proposition for your start-up. Learn how to answer the essential question, “what is the value you bring to your customers?” without getting into the details of your technology.
Formulating a good value proposition is an essential step for any start-up and lies at the core of many of the other tools entrepreneurs need to develop, such as market analysis, business modeling, finding funding and delivering an investor or customer pitch.
The resources below offer a foundation upon which you can build your knowledge and skills in these areas.
A workshop on Value Proposition Design by Sam Rye from Lifehack & Enspiral.
This workshop takes you through the Value Proposition Canvas, helps you pitch your vision, and lays out a short exercise to make a 2D or 3D prototype of your solution for feedback.
It draws heavily on the content, language and concepts from this book, which we highly recommend you buy if you're serious about (social) entepreneurship or intrapreneurship : https://strategyzer.com/value-proposition-design
Template for the improved Value Proposition Canvas. This version focuses on customer wants, needs and fears and on features, benefits and user experiences.
The Value Proposition Canvas vs. The 1-Minute Value Proposition Act: A BETTER...Rod King, Ph.D.
“Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done”
Wouldn’t it be great if we so deeply understand customers that we could accurately predict customers’ adoption, hiring, and buying decisions? Then, no startup or established business would build products, services, and tools that customers do not want or buy. Waste in business and the dismal failure of startups would be eliminated. Newly launched products, services, and tools would achieve Product-Market fit in no time. And … gainful employment, generated income, and standard of living would be higher. But, why do we not have this paradise especially in the world of entrepreneurship and startups?
My main hypothesis is that currently, business management is largely an art the mastery and tacit knowledge of which reside with a few practitioners such as the late Steve Jobs. Business management is still a blackbox: we know what goes in and what comes out of business. However, we have yet to fully figure out and accurately model how the inside of a business’s blackbox interacts with the environment at present as well as in future.
In the past, the main tools for systematically planning, launching, and building products, services, and organizations was the voluminous and rigid business plan. In today’s volatile, uncertain, complex, and ambiguous environment, the voluminous and rigid business plan is increasingly considered inappropriate. New tools are emerging to replace the business plan especially in the world of startups. This article focuses on tools that facilitate the achievement of Product-Market Fit since Product-Market fitness is considered the greatest risk to having a repeatable and scalable business model and consequently, a profitable and enduring organization.
In this presentation, two tools are presented that focus on achieving Product-Market Fit. One is Alexander Osterwalder’s Value Proposition Canvas (VPC) while the other is my 1-Minute Value Proposition Act (VPA). Both the VPC and 1-Minute VPA are modules of a business model (story). The VPC focuses on the “Job-To-Be-Done” as a unit of analysis while the 1-Minute VPA considers a “customer’s trade-off and decision-making” as the unit of analysis.
In the presentation, elements of the VPC and 1-Minute VPA are considered and examined within the context of a case study. The aim is to enable readers which include entrepreneurs and startups to compare and contrast the two tools with a view to making informed decisions while trying to achieve Product-Market Fit for newly launched products, services, and organizations. As the quote at the beginning says: “Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done.”
Your feedback would be greatly appreciated.
Rod.
Focus is on the process of creating a crisp and concise value proposition for your start-up. Learn how to answer the essential question, “what is the value you bring to your customers?” without getting into the details of your technology.
Formulating a good value proposition is an essential step for any start-up and lies at the core of many of the other tools entrepreneurs need to develop, such as market analysis, business modeling, finding funding and delivering an investor or customer pitch.
The resources below offer a foundation upon which you can build your knowledge and skills in these areas.
A simple 1 hour Design-Thinking workshop focused on understanding Value Proposition Design. A great exercise to do BEFORE jumping into the Value Proposition Canvas.
10 Characteristics of Great Value PropositionsWiley
#VPDesign helps you systematically build products & services that customers want.
For more from the book: https://strategyzer.com/value-proposition-design
Based on Value Proposition Design by Alexander Osterwalder, Yves Pigneur, Greg Bernarda & Alan Smith.
THINKING DIFFERENT: A Business DNA Map for bmg book projectRod King, Ph.D.
This presentation introduces the Business DNA Map which is a visual tool for documenting, organizing, and managing business models at multiple levels. Unlike in other tools, the Business DNA Map can be used to present a "One Minute Business Model."
2013 10 building ac os through user-centered designimagine.GO
Healthcare is confusing to start with! With the additional complexity of the Affordable Care Act, millions of “customers” that have never used healthcare “products” will be coming into the system with little or no idea of how to accomplish their jobs-to-be-done.
This webinar will present a thought starter kit on how to develop a design language in your organization so you can begin to improve your consumer experience dramatically.
Key takeaways include:
What is the role of Design Thinking in your ACOs?
What is a healthcare consumer experience?
How can you create a winning care consumption experiences?
The lecture on Value Proposition Canvas Part A explains why the concept is of so much importance especially to first time entrepreneurs.
Startups sustainability requires in-depth understanding of the target customers. Failing at this stage will have costly repercussions for the entrepreneur and his business.
Part A discuss the Value Proposition Canvas definition, value proposition examples, and how Value Proposition Canvas is different than Business Slogans.
Business Model Generation Value Proposition PowerPoint Presentation SlidesSlideTeam
If cracking the business deal with your best shot is on your mind, then go forward with this amazing PowerPoint presentation that not only offers the best graphics but also compiles information in a presentable manner. The one stop solution, when it comes to compiling of text and graphic is Business Model Generation Value Proposition PowerPoint Presentation Slides. Presentation layout can be customized as per the topic you need to address in the meeting. The business model generation PPT slide helps deliver the content and maintain a record of the same in the best possible manner. To the point and crisp information is conveyed which a perfect roadmap for the financial years by business model PowerPoint PPT. May it be revenue model, swot analysis or business model, planning or comparison, every core issue is addressed by wonderful mix of colored graphs and graphics in presentation slides. For business model visionaries, the PPT are a game changer and strive to map, design and test different strategies. Delve into all the facts involved with our Business Model Generation Value Proposition PowerPoint Presentation Slides. It helps investigate the issue.
Blended Solutions: Hitting the Sweet Spot of Universal Design for Learning (UDL)sbongey
This presentation chronicles a systematic project that involved the use of a Learning Management System (LMS) to deliver Universal Design benefits to a F2F lecture/lab class in biology. This presentation describes the course design strategies, research questions, and results of a case study that was conducted in the Spring 2009 semester of Dr. Gerald Cizadlo's anatomy & physiology course.
A simple 1 hour Design-Thinking workshop focused on understanding Value Proposition Design. A great exercise to do BEFORE jumping into the Value Proposition Canvas.
10 Characteristics of Great Value PropositionsWiley
#VPDesign helps you systematically build products & services that customers want.
For more from the book: https://strategyzer.com/value-proposition-design
Based on Value Proposition Design by Alexander Osterwalder, Yves Pigneur, Greg Bernarda & Alan Smith.
THINKING DIFFERENT: A Business DNA Map for bmg book projectRod King, Ph.D.
This presentation introduces the Business DNA Map which is a visual tool for documenting, organizing, and managing business models at multiple levels. Unlike in other tools, the Business DNA Map can be used to present a "One Minute Business Model."
2013 10 building ac os through user-centered designimagine.GO
Healthcare is confusing to start with! With the additional complexity of the Affordable Care Act, millions of “customers” that have never used healthcare “products” will be coming into the system with little or no idea of how to accomplish their jobs-to-be-done.
This webinar will present a thought starter kit on how to develop a design language in your organization so you can begin to improve your consumer experience dramatically.
Key takeaways include:
What is the role of Design Thinking in your ACOs?
What is a healthcare consumer experience?
How can you create a winning care consumption experiences?
The lecture on Value Proposition Canvas Part A explains why the concept is of so much importance especially to first time entrepreneurs.
Startups sustainability requires in-depth understanding of the target customers. Failing at this stage will have costly repercussions for the entrepreneur and his business.
Part A discuss the Value Proposition Canvas definition, value proposition examples, and how Value Proposition Canvas is different than Business Slogans.
Business Model Generation Value Proposition PowerPoint Presentation SlidesSlideTeam
If cracking the business deal with your best shot is on your mind, then go forward with this amazing PowerPoint presentation that not only offers the best graphics but also compiles information in a presentable manner. The one stop solution, when it comes to compiling of text and graphic is Business Model Generation Value Proposition PowerPoint Presentation Slides. Presentation layout can be customized as per the topic you need to address in the meeting. The business model generation PPT slide helps deliver the content and maintain a record of the same in the best possible manner. To the point and crisp information is conveyed which a perfect roadmap for the financial years by business model PowerPoint PPT. May it be revenue model, swot analysis or business model, planning or comparison, every core issue is addressed by wonderful mix of colored graphs and graphics in presentation slides. For business model visionaries, the PPT are a game changer and strive to map, design and test different strategies. Delve into all the facts involved with our Business Model Generation Value Proposition PowerPoint Presentation Slides. It helps investigate the issue.
Blended Solutions: Hitting the Sweet Spot of Universal Design for Learning (UDL)sbongey
This presentation chronicles a systematic project that involved the use of a Learning Management System (LMS) to deliver Universal Design benefits to a F2F lecture/lab class in biology. This presentation describes the course design strategies, research questions, and results of a case study that was conducted in the Spring 2009 semester of Dr. Gerald Cizadlo's anatomy & physiology course.
Learn how you can earn commission through Jeunesse Global. This is one of the best plans in the network marketing industry. Jeunesse offers 6 ways to earn commission, with income potential up to $126,000 per month.
Visit my website for more info :- www.deshrajkuntal.com
Game plan – construction project management in cloudAngela West
http://app.intellobuild.com/construction-software/construction-management-software.php - True Intelligence Technologies Inc. offers innovative web based construction management software and applications for making construction fast, simple, cost effective and efficient. Company's flagship product GamePlan is a lean construction tool. Helping Last Planner Process.
AWS re:Invent 2016: Case Study: How Spokeo Improved Web Application Response ...Amazon Web Services
At Spokeo, we are running a fast, big data, and high-traffic website providing people search services. But at our scale, we started to reach limitations to how fast our conventional web stack could do things and concluded that a Ruby on Rails–only solution simply couldn't keep up. In this session, we cover some of the options we had to solve this problem and why we chose Amazon Elastic File System (Amazon EFS) as a central part of our solution with metrics and benchmarking. Using EFS, we were able to take response times down from 250 ms to below 70 ms. We look into the architecture of the solution and lessons we learned along the way. In the end, we find that faster response times are just the beginning of the benefits that we see.
Learn how to master the game plan to leverage your first month in network marketing and grow at a constant rate.
Visit my website for more info :- www.deshrajkuntal.com
Real Estate Marketing Plan: Sample “Simple” Strategic Template for Real Estat...greenvisions
Real Estate Marketing Plan: Sample “Simple” Strategic Template for Real Estate Investors
https://oncarrot.com/real-estate-marketing-plan-template-for-market-domination/
Looking for an example of a template or sample real estate marketing plan, totally free?
We’ve got you covered.
real estate marketing plan sample template example strategy
Looking for a sample real estate marketing plan to create your strategy? We can help.
If you’re already a Carrot Member, you can download the sample 4 page document here (just make sure you’re logged in) – and tomorrow I’ll be going through this planning in detail on our Live Mastermind Call, so make sure you sign up now in case it fills up.
If you’re not a current member, keep reading and I’ll tell you how to get this valuable planning tool totally free.
First things first: a warning. Since this plan is for Carrot members, it assumes that you’ve got a website that has been proven to convert leads. If you’re trying to scrape together a bunch of tips to save a few bucks on building your website, you’re doing it wrong. It’s gonna cost you a lot more than the price of the monthly membership to build what we’ve built (we know, ’cause we built it)…. so just go sign up now and save yourself a ton of hassle.
There’s a few things you should do first to get that website up and running, and these only take a few minutes:
Get your testimonials up on the site, because social proof and credibility is key to conversions.
Get your bio up for the same reasons.
Make sure the copy on the site reflects your business and is in line with local laws (for example, if you or your team have a real estate license, you’ll need to change the copy to make sure you’re properly disclosing your license… but you should make that into a benefit, since a license gives you more options for sellers than someone operating without one).
Ok, so that last one might be complicated, if you’re totally new to the business… but you need to be making sure you’re aware of the laws around you, since being ignorant isn’t an excuse if you’re trying to get out of a five-figure fine for operating without a license (in some states)…. which reminds me that I need to mention we’re not attorneys or financial advisors, all of this stuff is just general advice and you need to get specific, professional advice on your real estate investment business… it’s a really good idea to have a competent lawyer make sure you’re not offering something illegal without knowing it.
Sample “Simple” Real Estate Marketing Plan
At its most basic level, a good marketing plan is answering a series of questions that helps you define your ideal targets, craft your business’s most compelling offers into a cohesive story, and uses good distribution channels to reach your ideal targets.
Bringing up a child can be a nightmare in a not so hygienic world, but at what point does cleanliness and safety consciousness transcend the boundaries of sanity?
The LEAN BUSINESS MODEL GAMEBOARD: A Fun Way to Holistically Learn, Master, a...Rod King, Ph.D.
"The Lean Startup" by Eric Ries is one of the most useful books any entrepreneur, startup, or established business could get. I regard "The Lean Startup" book as the bible on continuous innovation. However, many entrepreneurs, startups, and established businesses are struggling to translate ideas, concepts, and principles of the Lean Startup Method into practice. The high rate of failure of startups continues while the Lean Startup Method largely remains a theory.
To help entrepreneurs, startups, and established businesses better learn and master the Lean Startup Method, I developed the Lean Business Model Gameboard. This Gamification Board - which presents a tag cloud (checklist) of Lean Startup words - offers a simpler, faster, and funner way to learn, apply, and master the Lean Startup Method.
Have fun!
http://goo.gl/zsgl4k
###
P.S.: What are your suggestions for improving the above Lean Business Model (LBM) Game?
The Business Model Tree: 3 Simple Ways to Visualize a Business Model & Have "...Rod King, Ph.D.
What is a business model? That is the question that every organization must ask and collaboratively answer.
Currently, there's no consensus regarding the definition and visualization of a business model. However, the above presentation increases a 1-page definition and visualization of a business model to which all other business model definitions and visualizations relate. Hopefully, the above presentation would help the business community develop a shared language and understanding of what a business model means.
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.
9-Gear Business Model Yacht: Visually Document, Test, and Validate PROFITABIL...Rod King, Ph.D.
A few days ago, I bought an interesting book on arguably business's hottest topic: Business Model Innovation. The book, "Gear Up," is written by Lena Ramfelt, Jonas Kjellberg, and Tom Kosnik. Gear Up is a well written book and covers 9 "Gears" or elements of a business model. Notable missing elements or building blocks are "Value Proposition," "Cost Structure," and "Product/Service." However, these elements are covered in the discussion of other Gears. Also, some descriptions of the Gears such as "Customer Acquisition" and "Team" are too specific. This specificity may lead some practitioners to omit valuable information that relates to their business model. I would suggest the use of "Channels" for "Customer Acquisition" and "Internal Resources" for "Team." Finally, "Profit" is not highlighted as a Gear.
What I particularly like about the Gear Up book is its focus and information presented under the Gear of "Team." Unlike in many books on business model innovation, Gear Up discusses the number and type of members required to form a team that is likely to deliver successful business model innovation. In addition, the Gear Up framework explicitly considers "Competitors" and in particular, Competitive Strategy in terms of Blue Ocean Strrategy.
Although the content of Gear Up is great especially when combined with its checklist of questions at the end of each chapter, the book does not present a graphic, template, or worksheet that facilitates the collection and organization of ideas on a business model. Consequently, in this presentation, I offer the Business Model Yacht as a multi-level system framework for visually organizing and managing ideas on each Gear of a business model. Use of the 9-Gear Business Model Yacht ensures that ideas for business models are rapidly documented, tested, and validated with a view to discovering and scaling a profitable business model. Hopefully, purchasers and readers of the 9-Gear book would find this enhancement useful. Your feedback would be appreciated.
6 Gates to BUSINESS MODEL PROFITABILITY for Startups and Investors: Visually ...Rod King, Ph.D.
As the business landscape gets more and more competitive as well as volatile, uncertain, complex, and ambiguous businesses especially startups are struggling to increase their profitability. This presentation offers a visual framework - the 6 Gates to Business Model Profitability - for systematically examining an organization's business model with a view to increasing profitability.
A hierarchy of 6 Gates of questions are presented for systematically exploring strengths, weaknesses, opportunities, and threats of a business model. A Lean Business Model Canvas is presented as a tool for visually organizing, managing, and testing ideas for increasing profitability of a business model.
Note that topics of the "6 Gates to Business Model Profitability" can be used to evaluate a business model in terms of SWOT: Strengths; Weaknesses; Opportunities; Threats. Alternatively, one could assign a single numerical value on a scale from 1 to 10 regarding the different aspects of an organization's current business model.
http://goo.gl/iq5Xz1
A New Way of Looking at Eric Ries's Vision-Strategy-Product (VSP) Pyramid: TH...Rod King, Ph.D.
Tucked away in Eric Ries's seminal book, "The Lean Startup," is probably the most important tool in the Lean Startup Methodology. It's on page 23 of the book and it does not even have a formal name in the book. I and other people are calling it, the "Vision-Strategy-Product (VSP) Pyramid." I'm now calling it Vision-Strategy-Pyramid (VSP) 1.0.
In my view, the VSP Pyramid 1.0 provides the single and most important conceptual framework for the classic Lean Startup method. The VSP Pyramid 1.0 is probably the most overlooked tool or weapon in the arsenal of a Lean Startup. Yet, deeply understanding the VSP Pyramid 1.0 can reveal nearly all the key ideas, principles, and tools of the Lean Startup Methodology.
A question, of which I constantly think is: Why is VSP Pyramid 1.0 so underused in the Lean Startup community? In other words, why is there such a great gap between the most holistic tool of the Lean Startup method and the many but disparate and ineffective tools that are used in the Lean Startup methodology?
My hypothesis is that the VSP Pyramid - with its mention of "Vision" and "Strategy" - is reminiscent of Business Planning. And as Steve Blank is wont to say, "No Business Plan survives first contact with a customer." In fact, 'antagonists' of the traditional business plan such as Alexander Osterwalder have gone as far as saying, "Burn Your Business Plan;" they've even held bonfires! I frankly feel that all this rhetoric about business planning and business plans is at best, misguided.
Rather than burn a business plan, we need a new type of business plan in this age of increasing volatility, uncertainty, complexity, and ambiguity. We need a lean business plan. My proposal is that we use a "Lean Plan" which is a Minimum Viable Plan of a tradition business or strategic plan.
The above Lean Plan, which is based on Eric Ries's VSP Pyramid, features the VSP Pyramid 2.0. The diagram above illustrates uses an "iceberg graphic organizer" which is tied to the concept of a Business Model Engine.
The Lean Plan or VSP Pyramid 2.0 can be used to rapidly generate, test, and validate ideas especially for the business model of a Lean Startup. Unlike in a traditional business plan, the Lean Plan is simple, easy, and fast to prepare as well as use. In addition, the strategy of a Lean Startup can be converted into operational hypotheses that can be rapidly tested with a view to validating or rejecting them. In addition, the Lean Plan facilitates visualization of concepts like Problem-Solution Fit, Product-Market Fit, Pirate Metrics, Validated Learning, Business Model, and Pivot.
If there's one tool that ties paradigm, ideas, principles, and tools of the Lean Startup methodology, it is the Lean Plan or Vision-Strategy-Product (VSP) Pyramid 2.0. If you're thinking of starting a project with great risk and uncertainty, your best bet is starting with a template of the Lean Plan.
Good luck ...
BUSINESS MODEL ENGINE Culture vs. BUSINESS PLAN Culture: Who Will Win this Cl...Rod King, Ph.D.
Today, there is a growing dichotomy in organizational culture regarding the planning, organization, and management of new business projects. Established companies have a "Business Plan" culture where improvement projects are approved and implemented based on a business plan. Established companies focus on business model improvement and scaling. In contrast, startups are eschewing the traditional business plan and focusing on visually presenting and managing emerging, innovative (yet-to-be-discovered but potentially highly profitable and disruptive) business models or "business model engines." Below, I present the two apparently conflicting cultures. Who Will Win In this Clash of Cultures Especially in Your Organization?
ROD Storyboard for "Pirate Metrics" and Other Indicators for Business Model D...Rod King, Ph.D.
In the early 1990s, Robert Kaplan and David Norton designed the Balanced Scorecard as a tool to facilitate the execution of business strategy. Rather than rely solely on a financial perspective, the Balanced Scorecard introduced upstream and midstream perspectives such as for Learning & Growth, Internal Processes, and Customer. Kaplan and Norton originally designed the Balanced Scorecard as a dashboard that features 4 Perspectives: Learning and Growth; Process; Customer; Financial. Many people and organizations consider 4 perspectives as too limited for comprehensively managing the performance of a business model. Consequently, they have suggested other perspectives. Also, startups generally do not use the Balanced Scorecard especially since they do not focus on deliberately developing business/competitive strategy. Instead, startups are increasingly using Dave McClure's "Pirate metrics" which are summarized by the acronym, AARRR: Acquisition, Activation, Retention; Referral; Revenue. Pirate metrics are usually not formally presented in a dashboard format. The ROD Storyboard provides a holistic layout that accommodates the perspectives of the Balanced Scorecard as well as Pirate metrics. In fact, the ROD Storyboard can be used as a dashboard for presenting any set of metrics. Consequently, the ROD Storyboard can be used to manage the performance of any project or business model.
http://goo.gl/cHAN9n
The ROD Deck of Business Model Atoms: Creatively Plan, Deliver, and Manage ...Rod King, Ph.D.
To survive and prosper in today’s Volatile, Uncertain, Complex, and Ambiguous (VUCA) world, startups as well as established organizations must use a quartet of modern business tools. The quartet of tools consists of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. However, these tools are currently disparate and it’s difficult to move from one tool to another. Gaining knowledge and mastery of this quartet of tools is time consuming and expensive. Moreover, there is an explosion of tools especially regarding Business Model Innovation and the Lean Startup Methodology.
Hardly anybody can now keep up with the pace at which tools are proffered in domains of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. Many entrepreneurs, startups, and established organizations end up being confused by the plethora of tools and apparently conflicting perspectives on Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology.
This presentation offers a novel approach for dealing with the emerging problem of “Tool Overload (TO).” After studying and using business tools for over 15 years, I discovered that like in the periodic table, business tools emerge from a few elements. In this presentation, the elements of business tools are offered under the four suits of the Red Ocean Disruption (ROD) Deck: Enterprise; Environment; Risk Analysis; Actions. Understanding each of the 13 elements in each suit would help you to rapidly understand and apply modern business tools especially in the areas of Design Thinking, Blue Ocean Strategy, Business Model Innovation, and Lean Startup Methodology. The ROD Deck also allows business tools to be seamlessly combined and applied in order to rapidly achieve project goals. The Red Ocean Disruption (ROD) Deck is designed to be used in conjunction with the Business Periodic Table ; see http://goo.gl/W2lW7U .
http://goo.gl/0tVWqd
BUSINESS MODEL CHEMISTRY 1.0: A New Way to Improve Our Creativity, Performanc...Rod King, Ph.D.
BUSINESS MODEL CHEMISTRY 1.0: A New Way to Improve Our Creativity, Performance, and Innovation.
*** Many efforts and initiatives to improve our outputs in creativity, performance, and innovation projects end up in abject failure. Many initiatives do not deliver on their initial promise. Business Model Chemistry 1.0 introduces a fun tool for simply and radically improving our creativity, performance, and innovation. A unique advantage of Business Model Chemistry 1.0 is that we can first design our tools and then apply them to improve our creativity, performance, and innovation skills.
http://goo.gl/mqNh2o
The VALUE CHAIN (VC) YACHT: Discover and Solve Customer Problems Better, Fast...Rod King, Ph.D.
It is a truism that organizations that survive and prosper are those that discover and solve customer problems better, faster, and cheaper. This presentation introduces a fun tool, the Value Chain (VC) Yacht, that enables startups as well as established organizations to discover and solve problems better, faster, and cheaper. The VC Yacht is an extremely versatile tool for problem finding and solving. The VC Yacht can be used to illustrate, derive, explain, and apply over 40 tools that are used for finding and solving problems.
http://goo.gl/b5FGHZ
Cheat Sheet for LEAN STARTUP METHODOLOGY: One-Page Template and Illustration ...Rod King, Ph.D.
The Lean Startup Methodology is a fast growing "organism." Everyday, tools are emerging on how to translate into reality the ideas and principles in Eric Ries's book, "The Lean Startup." The Cheat Sheet for the Lean Startup Methodology presents a single template that illustrates key ideas, principles, and emerging tools of the Lean Startup Methodology. The Cheat Sheet is the only tool that can simultaneously be used as an "Experiment Board", "Business Model Canvas", and "Lean Canvas." The Cheat Sheet also seamlessly integrates ideas from Blue Ocean Strategy and Design Thinking.
Using the Cheat Sheet saves Lean Startup Practitioners enormous amount of time, money, and other resources when undertaking Lean Startup projects. The Cheat Sheet for the Lean Startup Methodology can also be used, in place of a traditional business plan, to visually tell the story of a Lean Startup as uses the "Business Model Yacht" to journey from the Red Ocean to the Blue Ocean.
http://goo.gl/Mrq92d
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
[Note: To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This presentation is a collection of PowerPoint diagrams and templates used to convey 30 different Design Thinking frameworks and models. (Please note that these are diagrams and charts that are to be used in your own business or classroom presentations. These are not instructional slides.)
Models/Frameworks include the following:
Five Modes of Design Thinking
The Service Design Attitude
Service Design Process
Divergent & Convergent Thinking
The Double Diamond
The Groan Zone
Business Model Canvas
Business Model Design Process
Value Proposition Canvas
Value Proposition Map
Customer Segment Profile
Three Lenses of Human-Centered Design
Persona
Customer Journey Map
Empathy Map
Design Brief
Point of View (POV)
Stakeholder Map
Context Map
Opportunity Map
Prioritization Map
Affinity Map
Ideas Evaluation Matrix
Storyboards
Prototype Evaluation Matrix
User Feedback Template
The Kano Model
Problem Solving Approaches
Five Whys
Cause & Effect Analysis
BALANCED SCORECARD (BSC) ENVELOPE: A Fun Way to Visually Manage the Performan...Rod King, Ph.D.
Introduced by Robert Kaplan and David Norton in the early 1990's, the Balanced Scorecard (BSC) is a popular tool for performance management. However, the Balanced Scorecard is mainly used by large organizations or corporations. One reason may be that the Balanced Scorecard is inaccessible by many entrepreneurs and startups as well as small and medium businesses because of its apparent complexity and level of detail.
This presentation introduces the Balanced Scorecard (BSC) Envelope which is a simpler, funner, and versatile variant of the traditional Balanced Scorecard. The BSC Envelope, which targets non-users of the Balanced Scorecard, can interactively be used with index cards, Post-Its, and ordinary paper.
A unique aspect of the Balanced Scorecard Envelope is that it focuses on answering the four questions of WHY, WHO, WHAT, and HOW before focusing on the four traditional questions of the Balanced Scorecard. The Balanced Scorecard Envelope also introduces the process of the OTHER Loop and DOMTI Attributes for the WHY, WHO, WHAT, and HOW of any project. Note that OTHER is an acronym for Observe, Think, Hypothesize, Experiment, and Reflect. DOMTI is an acronym that stands for Description, Objectives, Measures, Targets, and Initiatives.
What do you think?
The Business Model Envelope (BME) Ecosystem: How We Can Solve the World’s Pro...Rod King, Ph.D.
For years, I've been doing research on finding a simple way to discover and solve problems in any domain. The Business Model Envelope (BME) Ecosystem presents a simple but versatile tool for collaboratively discovering and solving problems in any domain.
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.
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.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
RMD24 | Retail media: hoe zet je dit in als je geen AH of Unilever bent? Heid...BBPMedia1
Grote partijen zijn al een tijdje onderweg met retail media. Ondertussen worden in dit domein ook de kansen zichtbaar voor andere spelers in de markt. Maar met die kansen ontstaan ook vragen: Zelf retail media worden of erop adverteren? In welke fase van de funnel past het en hoe integreer je het in een mediaplan? Wat is nu precies het verschil met marketplaces en Programmatic ads? In dit half uur beslechten we de dilemma's en krijg je antwoorden op wanneer het voor jou tijd is om de volgende stap te zetten.
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
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
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.
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
Affordable Stationery Printing Services in Jaipur | Navpack n PrintNavpack & Print
Looking for professional printing services in Jaipur? Navpack n Print offers high-quality and affordable stationery printing for all your business needs. Stand out with custom stationery designs and fast turnaround times. Contact us today for a quote!
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.
Unveiling the Secrets How Does Generative AI Work.pdfSam H
At its core, generative artificial intelligence relies on the concept of generative models, which serve as engines that churn out entirely new data resembling their training data. It is like a sculptor who has studied so many forms found in nature and then uses this knowledge to create sculptures from his imagination that have never been seen before anywhere else. If taken to cyberspace, gans work almost the same way.
Unveiling the Secrets How Does Generative AI Work.pdf
THE CUSTOMER EXPERIENCE (CE) GAMEPLAN: A Universal Design Model For Answering the 5 Most Important Marketing Questions
1. Peter
Drucker
(1993)
“The
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4. Who
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5. What
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our
PLAN?
2. 1. What
is
our
MISSION?
2. What
is
our
CUSTOMER
EXPERIENCE?
3. What
is
our
BUSINESS
MODEL
(PERFORMANCE)?
4. Who
is
our
PRIMARY
CUSTOMER?
5. What
are
our
approach,
plan,
strategy,
tac>cs,
and
budget
for
CONTINUOUS
INNOVATION?
Peter
Drucker
(1993)
“The
5
Most
Important
Ques3ons
You
Will
Ever
Ask
About
Your
Organiza3on”
Rod
King
(2014)
“The
5
Most
Important
Marke3ng
Ques3ons”
1. What
is
our
MISSION?
2. What
does
the
CUSTOMER
VALUE?
3. What
are
our
RESULTS?
4. Who
is
our
CUSTOMER?
5. What
is
our
PLAN?
3.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN:
“The
5
Most
Important
MarkeVng
QuesVons”
What
is
our
mission?
Who
is
our
primary
customer?
What
is
our
business
model
(performance)?
What
is
our
customer
experience?
What
are
our
approach,
plan,
strategy,
tacVcs,
and/or
budget
for
conVnuous
innovaVon?
4.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN:
Universal
Design
Model
(5
Topics)
MISSION/VISION/PURPOSE/LEAP
OF
FAITH:
………………………………………………….…………………………………………………….
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
o Physical
o Intellectual
o Emo&onal
o Spiritual
EXPERIENCE
(Value:
Delight/Pain)
ConVnuous
InnovaVon
(Build-‐Measure-‐Learn)
5.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN:
Universal
Design
Model
(Logic)
MISSION/VISION/PURPOSE/LEAP
OF
FAITH:
………………………………………………….…………………………………………………….
To
Obtain
“Hires”
(Chooses)
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
o Physical
o Intellectual
o Emo&onal
o Spiritual
EXPERIENCE
(Value:
Delight/Pain)
ConVnuous
InnovaVon
(Build-‐Measure-‐Learn)
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
6.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN:
Universal
Design
Model
(Logic)
MISSION/VISION/PURPOSE/LEAP
OF
FAITH:
………………………………………………….…………………………………………………….
To
Obtain
“Hires”
(Chooses)
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
Create
Value:
Enterprise
Engine
Deliver
Value:
Growth
Engine
Capture/Share
Value:
Value
Engine
B
u
s
i
n
e
s
s
M
o
d
e
l
q Key
Partners
(KP)
q Key
Resources
(KR)
q Key
Ac>vi>es
(KA)
q Value
Proposi>on
(VP)
q Channels
(CH)/Customer
Rela>onships
(CR)
q Customer
Segments
(CS)
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Profit
(Margin/Value)
Learn
Build
Measure
o Physical
o Intellectual
o Emo&onal
o Spiritual
EXPERIENCE
(Value:
Delight/Pain)
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
7.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN:
Universal
Design
Model
MISSION/VISION/PURPOSE/LEAP
OF
FAITH:
…………………………………………….…………………………………………………….
To
Obtain
“Hires”
(Chooses)
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
Create
Value:
Enterprise
Engine
Deliver
Value:
Growth
Engine
Capture/Share
Value:
Value
Engine
B
u
s
i
n
e
s
s
M
o
d
e
l
q Key
Partners
(KP)
q Key
Resources
(KR)
q Key
Ac>vi>es
(KA)
q Value
Proposi>on
(VP)
q Channels
(CH)/Customer
Rela>onships
(CR)
q Customer
Segments
(CS)
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Profit
(Margin/Value)
o Physical
o Intellectual
o Emo&onal
o Spiritual
What
are
our
approach,
plan,
strategy,
tacVcs,
and/or
budget
for
conVnuous
innovaVon?
EXPERIENCE
(Value:
Delight/Pain)
What
is
our
business
model
(performance)?
What
is
our
customer
experience?
Who
is
our
primary
customer?
What
is
our
mission?
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
8.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN:
Universal
Design
Model
(CompeVtor)
MISSION/VISION/PURPOSE/LEAP
OF
FAITH:
…………………………………………….…………………………………………………….
To
Obtain
“Hires”
(Chooses)
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
Create
Value:
Enterprise
Engine
Deliver
Value:
Growth
Engine
Capture/Share
Value:
Value
Engine
B
u
s
i
n
e
s
s
M
o
d
e
l
q Key
Partners
(KP)
q Key
Resources
(KR)
q Key
Ac>vi>es
(KA)
q Value
Proposi>on
(VP)
q Channels
(CH)/Customer
Rela>onships
(CR)
q Customer
Segments
(CS)
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Profit
(Margin/Value)
o Physical
o Intellectual
o Emo&onal
o Spiritual
What
is
our
compeVtor’s
mission?
What
are
our
compeVtor’s
approach,
plan,
strategy,
tacVcs,
and/or
budget
for
conVnuous
innovaVon?
EXPERIENCE
(Value:
Delight/Pain)
What
is
our
compeVtor’s
business
model
(performance)?
What
is
our
compeVtor’s
customer
experience?
Who
is
our
compeVtor’s
primary
customer?
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
9.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN:
AnalyVcs
for
Customer
Experience
Journey
MISSION/VISION/PURPOSE/LEAP
OF
FAITH:
………………………………………………….…………………………………………………….
To
Obtain
“Hires”
(Chooses)
Business
Model
(Product/Service/Tool)
Create
Value:
Enterprise
Engine
Deliver
Value:
Growth
Engine
Capture/Share
Value:
Value
Engine
B
u
s
i
n
e
s
s
M
o
d
e
l
q Key
Partners
(KP)
q Key
Resources
(KR)
q Key
Ac>vi>es
(KA)
q Value
Proposi>on
(VP)
q Channels
(CH)/Customer
Rela>onships
(CR)
q Customer
Segments
(CS)
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Profit
(Margin/Value)
Learn
Build
Measure
o R:
Revenue
(Profit/Margin)
o E:
Engagement
o A:
Acquisi3on
o A:
Ac3va3on
o R:
Reten3on
(Happiness)
o R:
Referral
(Loyalty)
EXPERIENCE
(Value:
Delight/Pain)
Customer
(Likes/Dislikes;
Job
To
Get
Done)
10.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN:
AnalyVcs
for
Customer
Experience
Journey
MISSION/VISION/PURPOSE/LEAP
OF
FAITH:
………………………………………………….…………………………………………………….
To
Obtain
“Hires”
(Chooses)
Business
Model
(Product/Service/Tool)
Create
Value:
Enterprise
Engine
Deliver
Value:
Growth
Engine
Capture/Share
Value:
Value
Engine
B
u
s
i
n
e
s
s
M
o
d
e
l
q Key
Partners
(KP)
q Key
Resources
(KR)
q Key
Ac>vi>es
(KA)
q Value
Proposi>on
(VP)
q Channels
(CH)/Customer
Rela>onships
(CR)
q Customer
Segments
(CS)
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Profit
(Margin/Value)
Learn
Build
Measure
o R:
Reten3on
(Happiness)
o R:
Referral
(Loyalty)
o R:
Revenue
(Profit/Margin)
ENVIRONMENT
EXPERIENCE
(Value:
Delight/Pain)
o E:
Engagement
o A:
Acquisi3on
o A:
Ac3va3on
Customer
(Likes/Dislikes;
Job
To
Get
Done)
11.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN:
Universal
Design
Model
MISSION/VISION/PURPOSE/LEAP
OF
FAITH:
………………………………………………….…………………………………………………….
To
Obtain
“Hires”
(Chooses)
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
Create
Value:
Enterprise
Engine
Deliver
Value:
Growth
Engine
Capture/Share
Value:
Value
Engine
B
u
s
i
n
e
s
s
M
o
d
e
l
q Key
Partners
(KP)
q Key
Resources
(KR)
q Key
Ac>vi>es
(KA)
q Value
Proposi>on
(VP)
q Channels
(CH)/Customer
Rela>onships
(CR)
q Customer
Segments
(CS)
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Profit
(Margin/Value)
Learn
Build
Measure
o Physical
o Intellectual
o Emo&onal
o Spiritual
ENVIRONMENT
EXPERIENCE
(Value:
Delight/Pain)
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
12.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN:
Universal
Design
Model
MISSION/VISION/PURPOSE/LEAP
OF
FAITH:
………………………………………………….…………………………………………………….
To
Obtain
“Hires”
(Chooses)
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
Create
Value:
Enterprise
Engine
Deliver
Value:
Growth
Engine
Capture/Share
Value:
Value
Engine
B
u
s
i
n
e
s
s
M
o
d
e
l
q Key
Partners
(KP)
q Key
Resources
(KR)
q Key
Ac>vi>es
(KA)
q Value
Proposi>on
(VP)
q Channels
(CH)/Customer
Rela>onships
(CR)
q Customer
Segments
(CS)
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Profit
(Margin/Value)
Learn
Build
Measure
o Physical
o Intellectual
o Emo&onal
o Spiritual
ENVIRONMENT
EXPERIENCE
(Value:
Delight/Pain)
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
13.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
Awesome
Customer
Experience
(ACE)
Game
Disrupt
the
Customer
Experience
Game
of
the
Red
Ocean
Industry
The
Awesome
Customer
Experience
(ACE)
Game
is
a
visual
model
that
describes
the
logic
of
how
an
organizaVon
conVnuously
creates,
keeps,
and
grows
customers
14. “Awesome
Customer
Experience
(ACE)”
Is
Defined
as
Having
a
Community
Happiness
Score
(CHS)
as
well
as
a
Net
Promoter
Score
(NPS)
of
100%
Net
Promoter
Score
(NPS)
=
Promoters
(%)
–
Detractors
(%)
Community
Happiness
Score
(CHS)
=
Delighters
(%)
–
Dissa>sfiers
(%)
15.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
o Physical
o Intellectual
o Emo&onal
o Spiritual
EXPERIENCE
(Value:
Delight/Pain)
To
Obtain
“Hires”
(Chooses)
Sa3sfier
(Okay
Customer
Experience)
AWESOME
CUSTOMER
EXPERIENCE
(ACE)
GAME
Simply
and
Rapidly
Run
Experiments
to
Create
the
Ideal
Customer
Experience
and
Growth
Engine
Value
ProposiVon
Channel
(Radio/TV/Print/Video/Online/
Salesforce/Sample/Demo/
Gamifica&on/Contest/Incen&ve)
Dissa3sfier
(Awful
Customer
Experience)
Delighter
(Awesome
Customer
Experience)
Offers
(Cues)
+
-‐
Net
Promoter
Score
(NPS)
=
Promoters
(%)
–
Detractors
(%)
Community
Happiness
Score
(CHS)
=
Delighters
(%)
–
Dissa>sfiers
(%)
16.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
AWESOME
CUSTOMER
EXPERIENCE
(ACE)
GAME
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
o Physical
o Intellectual
o Emo&onal
o Spiritual
EXPERIENCE
(Value:
Delight/Pain)
To
Obtain
“Hires”
(Chooses)
Value
ProposiVon
Channel
(Radio/TV/Print/Video/Online/
Salesforce/Sample/Demo/
Gamifica&on/Contest/Incen&ve)
Detractor
(Awful
Customer
Experience)
Passive
(Okay
Customer
Experience)
Promoter
(Awesome
Customer
Experience)
Offers
(Cues)
Simply
and
Rapidly
Run
Experiments
to
Create
the
Ideal
Customer
Experience
and
Growth
Engine
+
-‐
Net
Promoter
Score
(NPS)
=
Promoters
(%)
–
Detractors
(%)
Community
Happiness
Score
(CHS)
=
Delighters
(%)
–
Dissa>sfiers
(%)
17.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
AWESOME
CUSTOMER
EXPERIENCE
(ACE)
GAME
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
o Physical
o Intellectual
o Emo&onal
o Spiritual
EXPERIENCE
(Value:
Delight/Pain)
To
Obtain
“Hires”
(Chooses)
Word
of
Mouth
(“Share”)
Brand
Usage
Net
Promoter
Feedback
Value
ProposiVon
Channel
(Radio/TV/Print/Video/Online/
Salesforce/Sample/Demo/
Gamifica&on/Contest/Incen&ve)
Detractor
(Awful
Customer
Experience)
Promoter
(Awesome
Customer
Experience)
Passive
(Okay
Customer
Experience)
Tes&monial
(Social
Proof)
Offers
(Cues)
Simply
and
Rapidly
Run
Experiments
to
Create
the
Ideal
Customer
Experience
and
Growth
Engine
+
-‐
Net
Promoter
Score
(NPS)
=
Promoters
(%)
–
Detractors
(%)
Community
Happiness
Score
(CHS)
=
Delighters
(%)
–
Dissa>sfiers
(%)
18.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
AWESOME
CUSTOMER
EXPERIENCE
(ACE)
GAME
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
o Physical
o Intellectual
o Emo&onal
o Spiritual
EXPERIENCE
(Value:
Delight/Pain)
To
Obtain
“Hires”
(Chooses)
q “Insanely
Great”
q “Awesome”
q “Badass”
q “Jackass”
(“Awful”)
Word
of
Mouth
(“Share”)
Brand
Usage
Net
Promoter
Feedback
Value
ProposiVon
Channel
(Radio/TV/Print/Video/Online/
Salesforce/Sample/Demo/
Gamifica&on/Contest/Incen&ve)
Detractor
(Awful
Customer
Experience)
Promoter
(Awesome
Customer
Experience)
Passive
(Okay
Customer
Experience)
Tes&monial
(Social
Proof)
Offers
(Cues)
Simply
and
Rapidly
Run
Experiments
to
Create
the
Ideal
Customer
Experience
and
Growth
Engine
+
-‐
Net
Promoter
Score
(NPS)
=
Promoters
(%)
–
Detractors
(%)
Community
Happiness
Score
(CHS)
=
Delighters
(%)
–
Dissa>sfiers
(%)
19.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
AWESOME
CUSTOMER
EXPERIENCE
(ACE)
GAME
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
o Physical
o Intellectual
o Emo&onal
o Spiritual
EXPERIENCE
(Value:
Delight/Pain)
To
Obtain
“Hires”
(Chooses)
q “Insanely
Great”
q “Awesome”
q “Badass”
q “Jackass”
(“Awful”)
Word
of
Mouth
(“Share”)
Brand
Usage
Net
Promoter
Feedback
Value
ProposiVon
Channel
(Radio/TV/Print/Video/Online/
Salesforce/Sample/Demo/
Gamifica&on/Contest/Incen&ve)
Detractor
(Awful
Customer
Experience)
Promoter
(Awesome
Customer
Experience)
Passive
(Okay
Customer
Experience)
Tes&monial
(Social
Proof)
Offers
(Cues)
Simply
and
Rapidly
Run
Experiments
to
Create
the
Ideal
Customer
Experience
and
Growth
Engine
+
-‐
Net
Promoter
Score
(NPS)
=
Promoters
(%)
–
Detractors
(%)
Community
Happiness
Score
(CHS)
=
Delighters
(%)
–
Dissa>sfiers
(%)
20. The
Keystone
QuesVon
for
ConVnuously
Improving
Every
OrganizaVon
on
the
Planet
What
is
our
CUSTOMER
EXPERIENCE?
21.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN:
10
Customer
Experience
(CE)
QuesVons
MISSION/VISION/PURPOSE/LEAP
OF
FAITH:
………………………………………………….…………………………………………………….
o Physical
o Intellectual
o Emo&onal
o Spiritual
q What
is
the
CUSTOMER
goal/purpose?
q How
likely
are
you
to
recommend
product
to
another
customer?
q Why
would
you
(Not)
recommend
product
to
another
customer?
q What
further
comments
would
you
like
to
make
regarding
product?
q What
is
the
level
of
PAIN
that
is
experienced
with
product?
q Why
briefly
do
you
experience
that
level
of
pain?
q How
badly
would
you
like
to
eliminate
pain?
q What
is
the
level
of
DELIGHT
that
is
experienced
with
product?
q Why
briefly
do
you
experience
that
level
of
delight?
q What
is
the
name/
descripVon/funcVonality
(“job-‐to-‐get-‐done”)
of
PRODUCT?
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
EXPERIENCE
(Value:
Delight/Pain)
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
22.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN:
10
Customer
Experience
(CE)
QuesVons
MISSION/VISION/PURPOSE/LEAP
OF
FAITH:
………………………………………………….…………………………………………………….
o Physical
o Intellectual
o Emo&onal
o Spiritual
To
Obtain
“Hires”
(Chooses)
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
EXPERIENCE
(Value:
Delight/Pain)
q What
is
the
level
of
PAIN
that
is
experienced
with
product?
q Why
briefly
do
you
experience
that
level
of
pain?
q How
badly
would
you
like
to
eliminate
pain?
q What
is
the
level
of
DELIGHT
that
is
experienced
with
product?
q Why
briefly
do
you
experience
that
level
of
delight?
q What
is
the
name/
descripVon/funcVonality
(“job-‐to-‐get-‐done”)
of
PRODUCT?
q What
is
the
CUSTOMER
goal/purpose?
q How
likely
are
you
to
recommend
product
to
another
customer?
q Why
would
you
(Not)
recommend
product
to
another
customer?
q What
further
comments
would
you
like
to
make
regarding
product?
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
23.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN:
10
Customer
Experience
(CE)
QuesVons
MISSION/VISION/PURPOSE/LEAP
OF
FAITH:
………………………………………………….…………………………………………………….
o Physical
o Intellectual
o Emo&onal
o Spiritual
To
Obtain
“Hires”
(Chooses)
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
EXPERIENCE
(Value:
Delight/Pain)
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
24.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
o Physical
o Intellectual
o Emo&onal
o Spiritual
To
Obtain
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
EXPERIENCE
(Value:
Delight/Pain)
“Hires”
(Chooses)
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN:
10
Customer
Experience
(CE)
QuesVons
MISSION/VISION/PURPOSE/LEAP
OF
FAITH:
………………………………………………….…………………………………………………….
25. Always
Aim
to
Disrupt
The
Customer
Experience
Game
of
Market
Leaders
Red
Ocean
DisrupVon
(ROD)
Strategy
27.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
Define
Build
Analyze
Improve
Learn
D
M
B
A
I
L
Measure
Object
Red
Ocean
DisrupVon
(ROD)
Strategy
for
SystemaVcally
Improving
Customer
Experience
“DB-‐MAIL”
Cycle
28.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
Define
Build
Analyze
Improve
Learn
D
M
B
A
I
L
Build
SoluVon
Measure
Object
Define
Experience
Build
SoluVon
Measure
Experience
Analyze
Experience
Learn
What’s
Valued
Improve
SoluVon
Red
Ocean
DisrupVon
(ROD)
Strategy
for
SystemaVcally
Improving
Customer
Experience
“DB-‐MAIL”
Cycle
29.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
Define
Build
Analyze
Improve
Learn
D
M
B
A
I
L
Build
SoluVon
Measure
Object
Build
SoluVon
Set
goals/strategies
Develop
specs/propn.
Envision;
Brainstorm
Analogize;
Experiment
Prototype
tool;
Pilot
Measure
Experience
Measure
delight
&
pain
Collect
data/info
Quan>fy
rela>onships
Confirm
channels
Verify/Validate
Analyze
Experience
Analyze
data/info
Categorize
inputs
Model
processes
Structure/Classify
outputs
Display
cri>cal
thinking
Learn
What’s
Valued
What
to
learn/share
Evaluate
(-‐/+);
Monitor
Reflect:
Lesson
Learned
Tell
stories;
“Pitch”
Summarize
Improve
SoluVon
Resolve
trade-‐offs
Do
mul>level
thinking
Transform;
Disrupt
Role-‐play;
Simplify
Implement
tac>cs
Red
Ocean
DisrupVon
(ROD)
Strategy
for
SystemaVcally
Improving
Customer
Experience
“DB-‐MAIL”
Cycle
Define
Experience
Define/sketch
customer
Make
field
visits;
Network
Document
anomalies,
pains
&
trade-‐offs
Ques>on
Red
Ocean
Explore
in
space/>me
31.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
Define
Build
Analyze
Improve
Learn
D
M
B
A
I
L
Build
SoluVon
Measure
“Listen
to
Music”
Define
Experience
Build
SoluVon
Measure
Experience
Analyze
Experience
Learn
What’s
Valued
Improve
SoluVon
Red
Ocean
DisrupVon
(ROD)
Strategy
for
SystemaVcally
Improving
Customer
Experience
Customer
Job
To
Get
Done:
“Listen
to
Music”
33.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
RED
OCEAN
CUSTOMER
EXPERIENCE
(ROCE)
GAME
for
Job
of
“Listen
to
Music”
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
o Physical
o Intellectual
o Emo&onal
o Spiritual
EXPERIENCE
(Value:
Delight/Pain)
To
Obtain
“Hires”
(Chooses)
“Eagle”
Perspec&ve
of
Customer
Experience
Cycle:
Closing
the
Loop
with
Promoters,
Passives,
Detractors
Customer
(Low-‐end
Customer/
Red
Ocean:
Likes/Dislikes)
Play
Music
(at
Vme/place)
Listen
to
Music
(at
>me/place)
q “Insanely
Great”
q “Awesome”
q “Badass”
q “Jackass”
(“Awful”)
Word
of
Mouth
(“Share”)
Brand
Usage
Tes&monial
(Social
Proof)
Net
Promoter
Feedback
Value
ProposiVon
Channel
(Radio/TV/Print/Video/Online/
Salesforce/Sample/Demo/
Gamifica&on/Contest/Incen&ve)
Detractor
(Awful
Customer
Experience)
Promoter
(Awesome
Customer
Experience)
Passive
(Okay
Customer
Experience)
Offers
(Cues)
+
-‐
Net
Promoter
Score
(NPS)
=
Promoters
(%)
–
Detractors
(%)
Community
Happiness
Score
(CHS)
=
Delighters
(%)
–
Dissa>sfiers
(%)
34.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
o Physical
o Intellectual
o Emo&onal
o Spiritual
To
Obtain
“Hires”
(Chooses)
EXPERIENCE
(Value:
Delight/Pain)
q What
is
the
level
of
PAIN
that
is
experienced
with
product?
q Why
briefly
do
you
experience
that
level
of
pain?
q How
badly
would
you
like
to
eliminate
pain?
q What
is
the
level
of
DELIGHT
that
is
experienced
with
product?
q Why
briefly
do
you
experience
that
level
of
delight?
q What
is
the
name/
descripVon/funcVonality
(“job-‐to-‐get-‐done”)
of
PRODUCT?
q What
is
the
CUSTOMER
goal/purpose?
q How
likely
are
you
to
recommend
product
to
another
customer?
q Why
would
you
(Not)
recommend
product
to
another
customer?
q What
further
comments
would
you
like
to
make
regarding
product?
MISSION/VISION/PURPOSE/LEAP
OF
FAITH:
………………………………………………….…………………………………………………….
Customer
(Low-‐end
Customer/
Red
Ocean:
Likes/Dislikes)
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN:
CompeVtor
for
“Job”
of
Listen
to
Music
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
Play
Music
(at
Vme/place)
Listen
to
Music
(at
>me/place)
q “Insanely
Great”
q “Awesome”
q “Badass”
q “Jackass”
(“Awful”)
35.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
o Physical
o Intellectual
o Emo&onal
o Spiritual
To
Obtain
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
EXPERIENCE
(Value:
Delight/Pain)
“Hires”
(Chooses)
Low-‐end
Customer
(Red
Ocean)
DELIGHT
(+)
q Device
can
be
carried
virtually
anywhere
q Rela>vely
cheap
PAIN
(-‐)
q Limited
song
storage
q Short
bamery
life
q Ugly/Bulky
q Play
music
(at
&me/place)
MISSION/VISION/PURPOSE/LEAP
OF
FAITH:
………………………………………………….…………………………………………………….
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN:
CompeVtor
for
“Job”
of
Listen
to
Music
Portable
Music
Player
Sony
Walkman,
etc.
Low
Cost
(Red
Ocean)
Business
Model:
Low
Profit
Margin
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
Job
To
Get
Done:
Listen
to
Music
(at
>me/place)
36.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN:
CompeVtor
for
“Job”
of
Listen
to
Music
MISSION/VISION/PURPOSE/LEAP
OF
FAITH:
…………………………………………….…………………………………………………….
To
Obtain
“Hires”
(Chooses)
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
Create
Value:
Enterprise
Engine
Deliver
Value:
Growth
Engine
Capture/Share
Value:
Value
Engine
B
u
s
i
n
e
s
s
M
o
d
e
l
q Key
Partners
(KP)
q Key
Resources
(KR)
q Key
Ac>vi>es
(KA)
q Value
Proposi>on
(VP)
q Channels
(CH)/Customer
Rela>onships
(CR)
q Customer
Segments
(CS)
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Profit
(Margin/Value)
o Physical
o Intellectual
o Emo&onal
o Spiritual
What
is
our
compeVtor’s
mission?
What
are
our
compeVtor’s
approach,
plan,
strategy,
tacVcs,
and/or
budget
for
conVnuous
innovaVon?
EXPERIENCE
(Value:
Delight/Pain)
Who
is
our
compeVtor’s
primary
customer?
Customer
(Low-‐end
Customer/
Red
Ocean:
Likes/Dislikes)
Play
Music
(at
Vme/place)
What
is
our
compeVtor’s
business
model
(performance)?
Listen
to
Music
(at
>me/place)
q “Insanely
Great”
q “Awesome”
q “Badass”
q “Jackass”
(“Awful”)
What
is
our
compeVtor’s
customer
experience?
37. BLUE
OCEAN
Solu>on
(“Pain
Killer”)
JOB
TO
GET
DONE
(JTGD):
Listen
to
Music
38.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
BLUE
OCEAN
CUSTOMER
EXPERIENCE
(BOCE)
GAME
for
Job
of
“Listen
to
Music”
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
o Physical
o Intellectual
o Emo&onal
o Spiritual
EXPERIENCE
(Value:
Delight/Pain)
To
Obtain
“Hires”
(Chooses)
Customer
(High-‐end
Customer/
Luxury
Spot:
Likes/Dislikes)
Play
Music
(at
Vme/place)
“A
Thousand
Songs
In
Your
Pocket”
Listen
to
Music
(at
>me/place)
ü “Insanely
Great”
ü “Awesome”
ü “Badass”
q “Jackass”
(“Awful”)
Word
of
Mouth
(“Share”)
Brand
Usage
Net
Promoter
Feedback
Value
ProposiVon
Channel
(Radio/TV/Print/Video/Online/
Salesforce/Sample/Demo/
Gamifica&on/Contest/Incen&ve)
“Eagle”
Perspec&ve
of
Customer
Experience
Cycle:
Closing
the
Loop
with
Promoters,
Passives,
Detractors
Detractor
(Awful
Customer
Experience)
Promoter
(Awesome
Customer
Experience)
Passive
(Okay
Customer
Experience)
Tes&monial
(Social
Proof)
Offers
(Cues)
+
-‐
Net
Promoter
Score
(NPS)
=
Promoters
(%)
–
Detractors
(%)
Community
Happiness
Score
(CHS)
=
Delighters
(%)
–
Dissa>sfiers
(%)
39.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN
for
Apple’s
iPod
o Physical
o Intellectual
o Emo&onal
o Spiritual
To
Obtain
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
EXPERIENCE
(Value:
Delight/Pain)
“Hires”
(Chooses)
MISSION/VISION/PURPOSE:
“Put
a
Dent
in
the
Universe”/Create
Insanely
Great
Customer
Experience/“Think
Different”
DELIGHT
(+)
q “A
Thousand
Songs
in
Your
Pocket”
q Ultraportable
q Simple
to
use
q Cool/Beau>ful
PAIN
(-‐)
q Expensive
q Limited
Availability
DifferenVaVon
(Luxury
Spot)
Business
Model:
High
Profit
Margin
q Listen
to
music
(at
&me/place)
q Organize,
manage,
and
present
songs
Portable
Music
Player
iPod
Customer
(Likes/Dislikes;
Job
To
Get
Done
at
>me/place)
Job
To
Get
Done:
Listen
to
Music
(at
>me/place)
High-‐end
Customer
(Luxury
Spot)
40.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
o Physical
o Intellectual
o Emo&onal
o Spiritual
To
Obtain
Customer
(High-‐end
Customer/
Luxury
Spot:
Likes/Dislikes;)
“Hires”
(Chooses)
EXPERIENCE
(Value:
Delight/Pain)
q What
is
the
level
of
PAIN
that
is
experienced
with
product?
q Why
briefly
do
you
experience
that
level
of
pain?
q How
badly
would
you
like
to
eliminate
pain?
q What
is
the
level
of
DELIGHT
that
is
experienced
with
product?
q Why
briefly
do
you
experience
that
level
of
delight?
q What
is
the
name/
descripVon/funcVonality
(“job-‐to-‐get-‐done”)
of
PRODUCT?
q What
is
the
CUSTOMER
goal/purpose?
q How
likely
are
you
to
recommend
product
to
another
customer?
q Why
would
you
(Not)
recommend
product
to
another
customer?
q What
further
comments
would
you
like
to
make
regarding
product?
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN
for
Apple’s
iPod
MISSION/VISION/PURPOSE:
“Put
a
Dent
in
the
Universe”/Create
Insanely
Great
Customer
Experience/“Think
Different”
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
Play
Music
(at
Vme/place)
Listen
to
Music
(at
>me/place)
ü “Insanely
Great”
ü “Awesome”
ü “Badass”
q “Jackass”
(“Awful”)
41.
#4ROD.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
To
Obtain
“Hires”
(Chooses)
Business
Model
(Product/Service/Tool:
Func&onality;
“Job”/
Vitamins;
Pain
Killers)
Create
Value:
Enterprise
Engine
Deliver
Value:
Growth
Engine
Capture/Share
Value:
Value
Engine
B
u
s
i
n
e
s
s
M
o
d
e
l
q Key
Partners
(KP)
q Key
Resources
(KR)
q Key
Ac>vi>es
(KA)
q Value
Proposi>on
(VP)
q Channels
(CH)/Customer
Rela>onships
(CR)
q Customer
Segments
(CS)
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
q Profit
(Margin/Value)
o Physical
o Intellectual
o Emo&onal
o Spiritual
What
are
our
approach,
plan,
strategy,
tacVcs,
and/or
budget
for
conVnuous
innovaVon?
EXPERIENCE
(Value:
Delight/Pain)
What
is
our
business
model
(performance)?
What
is
our
customer
experience?
Who
is
our
primary
customer?
CUSTOMER
EXPERIENCE
(CE)
GAMEPLAN
for
Apple’s
iPod
MISSION/VISION/PURPOSE:
“Put
a
Dent
in
the
Universe”/Create
Insanely
Great
Customer
Experience/“Think
Different”
Customer
(High-‐end
Customer/
Luxury
Spot:
Likes/Dislikes)
Play
Music
(at
Vme/place)
Listen
to
Music
(at
>me/place)
ü “Insanely
Great”
ü “Awesome”
ü “Badass”
q “Jackass”
(“Awful”)
43. Acknowledgement
The
following
topics,
which
describe
elements
of
a
business
model
on
slides
6-‐12
as
well
as
36
&
41,
are
obtained
from
the
book,
“Business
Model
Genera>on”
by
Alexander
Osterwalder
and
Yves
Pigneur.
q Key
Partners
(KP)
q Key
Resources
(KR)
q Key
Ac>vi>es
(KA)
q Value
Proposi>on
(VP)
q Channels
(CH)/Customer
Rela>onships
(CR)
q Customer
Segments
(CS)
q Cost
Structure
(C$)
q Revenue
Streams
(R$)
The
above
topics
are
also
visually
presented
on
the
Business
Model
Canvas
which
can
be
obtained
here:
hmp://www.businessmodelgenera>on.com/downloads/business_model_canvas_poster.pdf