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![VALUE
ENGINE
MAP
for
Red
Ocean
DisrupMon
(ROD)
Strategy
and
TacMcs
(-‐):
PAIN:
(+):
DELIGHT:
BLUE
OCEAN
[Business
Model]
RED
OCEAN
[Business
Model]
Big
Urgent
Market
Problem
(BUMP):
…………………………………………………………………………………………………………………
Job
To
Be
Done
(Market/Goal):
………………………………………………………………………………………………………………………….
Ideal
Final
Result
(IFR):
Insanely
Great
Experience
or
Ideal
Minimum
Viable
Proposi:on
(MVP)
Low
(1)
High
(10)
Low
(1)
High
(10)](https://image.slidesharecdn.com/leanstartuptraprodking-140619085541-phpapp02/85/THE-LEAN-STRATEGY-CANVAS-FOR-STARTUPS-AND-ESTABLISHED-ORGANIZATIONS-A-Visual-Toolkit-for-Eliminating-Fat-Wasteful-Strategy-and-Maximizing-Profitability-34-320.jpg)
Uploaded byRod King, Ph.D.
THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual Toolkit for Eliminating Fat ("Wasteful") Strategy and Maximizing Profitability
The document outlines a comprehensive strategy for maximizing profitability through a 'smart' execution cycle, which emphasizes rapid elimination of inefficiencies ('fat strategy') and includes the development of various tools such as the lean business model canvas and the six gates to profitability. It focuses on structured problem-solving to enhance customer experiences and operational effectiveness while incorporating feedback loops to validate business models. Key elements highlighted include aligning value propositions with customer needs and employing validated learning techniques to optimize business outcomes.
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THE LEAN STRATEGY CANVAS FOR STARTUPS AND ESTABLISHED ORGANIZATIONS: A Visual Toolkit for Eliminating Fat ("Wasteful") Strategy and Maximizing Profitability
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- 5. #QBE. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing “6 Gates” “Smart” Execu.on Cycle Doing Outcome Done Plan To Do (Top Problem or Challenge) Lean Canvas Business Model Canvas Business Model Storyboard Business Model Trade-‐off, Analysis, and Strategy (Strategic Customer Problem Solving) Tac.cs, Experiments, and Validated Learning (Opera:onal Customer Problem Solving) Result (Deficit or Gap from ‘Ideal’) Rapidly Eliminate “Fat Strategy” and Maximize Profitability TradiMonal Business Plan Business Model Strategy Product/Service SoluMon Idea/Task Problem?
- 6. #QBE. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing Plan To Do Result (Deficit or Gap from ‘Ideal’) Build (Do/Try) Measure Learn “Smart” Execu.on Cycle Doing “6 Gates” Tac.cs, Experiments, and Validated Learning (Opera:onal Customer Problem Solving) Business Model Trade-‐off, Analysis, and Strategy (Strategic Customer Problem Solving) Minimum Viable Proposi:on (MVP) Outcome Done Rapidly Eliminate “Fat Strategy” and Maximize Profitability TradiMonal Business Plan Business Model Strategy Product/Service (Top Problem or Challenge) Lean Canvas Business Model Canvas Business Model Storyboard SoluMon Idea/Task Problem?
- 7. PROFIT (MARGIN) q Maximum Number of Users/Paying Customers q Minimum Cost (Waste) Build (Do/Try) Measure Learn #QBE. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing TradiMonal Business Plan Business Model Business Model Trade-‐off, Analysis, and Strategy (Strategic Customer Problem Solving) Tac.cs, Experiments, and Validated Learning (Opera:onal Customer Problem Solving) MISSION/VISION Minimum Viable Proposi:on (MVP) “6 Gates” Users/Customers (Trade-‐off; Success Criteria) q E: Engagement; Experience q A: Acquisi.on; Ac.va.on q R: Reten.on; Revenue Outcome Result (Deficit or Gap from ‘Ideal’) “Smart” Execu.on Cycle Doing Plan To Do Rapidly Eliminate “Fat Strategy” and Maximize Profitability Strategy Product/Service (Top Problem or Challenge) Lean Canvas Business Model Canvas Business Model Storyboard SoluMon Idea/Task
- 8. VALUE (Happiness) q Maximum Delight: Effec.veness q Minimum Pain: Cost (Waste) q Awesome Customer Experience Build (Do/Try) Measure Learn #QBE. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing Minimum Viable Proposi:on (MVP) “6 Gates” Users/Customers (Trade-‐off; Success Criteria) q E: Engagement; Experience q A: Acquisi.on; Ac.va.on q R: Reten.on MISSION/VISION Outcome Business Model Trade-‐off, Analysis, and Strategy (Strategic Customer Problem Solving) Tac.cs, Experiments, and Validated Learning (Opera:onal Customer Problem Solving) Result (Deficit or Gap from ‘Ideal’) Plan To Do “Smart” Execu.on Cycle Doing Rapidly Eliminate “Fat Strategy” and Maximize Shared Value TradiMonal Business Plan Business Model Strategy Product/Service (Top Problem or Challenge) Lean Canvas Business Model Canvas Business Model Storyboard SoluMon Idea/Task
- 9. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing Lean Strategy Canvas Rapidly Eliminate Fat Strategy and Maximize Profitability A Lean Strategy Canvas Is A Unique Space-‐Timeline or Kanban Board For Effec:vely and Efficiently Visualizing, Managing, and PresenMng The Workflow of Any Strategy “Lean Strategy” refers to a set of problem-‐solving strategies, any of which effec.vely and efficiently delivers an Awesome Customer Experience (ACE) as well as greater Shared Value (Profitability)
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- 11. ITENN Lean Business Model Canvas DramaMc Story Canvas Lean Strategy Canvas (Problem Solving Envelope) Business Model Dashboard Value Engine Map Six Gates to Profitability LEAN STRATEGY TOOLKIT Integrated Tools For Lean Strategy 25 Investor QuesMons Business Model Storyboard #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing LEAN STRATEGY TOOLKIT Integrated Tools for Rapidly Elimina:ng Fat Strategy and Maximizing Profitability
- 12. The Six Gates to Profitability (Ques.on-‐Based Entrepreneurship)
- 13. #QBE. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing “Smart” Execu.on Cycle Doing Outcome Done Plan To Do Rapidly Eliminate “Fat Strategy” and Maximize Profitability SoluMon Idea/Task Problem?
- 14. #QBE. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing “Smart” Execu.on Cycle Doing Outcome Done Plan To Do Develop/Validate … “6 Gates to Profitability” 1. Problem-‐SoluMon Fitness 2. Value ProposiMon Fitness 3. Product-‐Market Feasibility 4. Revenue Model Feasibility 5. Resource-‐Based Feasibility 6. Business Model Advantage Rapidly Eliminate “Fat Strategy” and Maximize Profitability SoluMon Idea/Task Problem?
- 15. #QBE. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing Problem-‐SoluMon Fitness Value ProposiMon Fitness Product-‐Market Feasibility Revenue Model Feasibility Resource-‐Based Feasibility BUSINESS MODEL ADVANTAGE 1 2 3 4 5 6 PROFIT (MARGIN) Plan To Do Develop/Validate … “6 Gates to Profitability” Rapidly Eliminate “Fat Strategy” and Maximize Profitability SoluMon Idea/Task
- 16. 25 INVESTOR QUESTIONS (IQs) for BUSINESS MODEL PROFITABILITY Visually Organize, Manage, and Test Ideas for Improving Business Model Profitability #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing 1. Problem-‐SoluMon Fitness 1.1 What is the main physical/intellectual/emo.onal/spiritual task or Job To Get Done for the customer segment (archetype)? 1.2 What are the top 3 problems, challenges, constraints, barriers, or trade-‐offs before/during/ader the Job To Get Done? 1.3 What are features of the product/service/business model that resolve the top 3 problems or trade-‐offs of the targeted customer segment (archetype)? 2. Value ProposiMon Fitness 2.1 What is the Value Proposi.on for the customer segment (archetype)? 2.2 How likely, on a scale from 0 (not likely) to 10 (highly likely), would customers purchase product/service based on the Value Proposi.on? 2.3 How is the Value Proposi.on similar to that of compe.tors? 2.4 How is the Value Proposi.on different from that of compe.tors? 2.5 How does the (minimum viable) ad/product/service/business model embody or reflect the Value Proposi.on? 2.6 To what extent does the Value Proposi.on help engage, acquire, and retain targeted customers? 3. Product-‐Market Feasibility 3.1 What hierarchy of jobs or tasks does the product/service help the targeted customers to do? 3.2 What is the minimum viable market size, value, share, and growth rate for the product/service? 3.3 What is the minimum viable product/service for delivering the primary func.onality, benefit, or delight to the targeted customers? 3.4 What is the level of compa.bility between main func.onality of the product/service and the customer’s core jobs to get done? 3.5 Through what channels and rela.onships would the product/service be delivered to the targeted customers? 3.6 What are customer experiences as well as level of loyalty (Net Promoter Score) for the product/service? 4. Revenue Model Feasibility 4.1 How does the business make money: What are minimum revenue streams and volume of revenue for the business? 4.2 How does the business increase revenue as well as customer value (experience) and loyalty? 4.3 What are alterna.ve means such as profit, revenue, and business model pakerns by which the business can increase (recurring) revenue? 5. Resource-‐Based Feasibility 5.1 What physical/intellectual/emo.onal/spiritual resources and competences of the business model are valuable, rare, inimitable, and non-‐subs.tutable? 5.2 What is the cost structure as well as cost of resources for (a minimum viable) business model? 6. Business Model Advantage 6.1 What is the profit margin (Return On Investment) for the business model? 6.2 What are the compe..ve strategy and tac.cs (including switching costs and network effects) for the business model? 6.3 What is the trade-‐off of the compe..ve strategy or business model? 6.4 How disrup.ve and scalable is the business model? 6.5 How does the business con.nuously discover and solve Big Urgent Market Problems (BUMPs) especially in an environment of great uncertainty?
- 17. Lean Business Model Canvas A One-‐page Tool for Visually Organizing and Managing Responses to The 25 Investor Ques:ons for Business Model Profitability
- 18. TOPICS FOR STORY OF LEAN BUSINESS MODEL CANVAS Holis:cally Document, Present, and Manage Organiza:onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing Lean Business Model Canvas = Lean Canvas + Business Model Canvas Lean Canvas Business Model Canvas q Problem q SoluMon q Key Metrics q Profit (Value) q Cost Structure q Revenue Streams q Value ProposiMons q Channels q Customer Segments q Unfair Advantage q Key Partners q Key Resources q Key AcMviMes q Customer RelaMonships Problem Finding & Solving/Performance Management Business Model Visualiza:on, Resources, and Viability
- 19. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluMon Gain: (Un)Known Business Model Business Model Before Aaer Key Metrics Lean Business Model Canvas Source: Based on Business Model Canvas -‐ hbp://en.wikipedia.org/wiki/Business_Model_Canvas & Lean Canvas -‐ hbp://prac:cetrumpstheory.com/2012/02/why-‐lean-‐canvas/ Job To Get Done/Experience (Journey: Strategy/Execu.on) Lean Business Model Canvas 1a 1b 1c
- 20. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluMon Gain: (Un)Known Business Model Business Model Before Aaer Business Model (System) Key Metrics Lean Business Model Canvas Source: Based on Business Model Canvas -‐ hbp://en.wikipedia.org/wiki/Business_Model_Canvas & Lean Canvas -‐ hbp://prac:cetrumpstheory.com/2012/02/why-‐lean-‐canvas/ VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) KP KA VP CR CS C$ P$ KR CH R$ BUSINESS MODEL ENVIRONMENT (Compe..ve/Unfair Advantage) Lean Business Model Canvas Job To Get Done/Experience (Journey: Strategy/Execu.on) 1a 1b 1c 1d
- 21. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluMon Gain: (Un)Known Business Model Business Model Before Aaer Business Model (System) Key Metrics Lean Business Model Canvas Source: Based on Business Model Canvas -‐ hbp://en.wikipedia.org/wiki/Business_Model_Canvas & Lean Canvas -‐ hbp://prac:cetrumpstheory.com/2012/02/why-‐lean-‐canvas/ VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) KP KA VP CR CS C$ P$ KR CH R$ BUSINESS MODEL ENVIRONMENT (Compe..ve/Unfair Advantage) Lean Business Model Canvas Job To Get Done/Experience (Journey: Strategy/Execu.on) 1a 1b 1c 3a 2b 2a 3b 3d 0 3c 4b 4a 5b 5a 5c 6 1d
- 22. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluMon Gain: (Un)Known Business Model Business Model Before Aaer Business Model (System) Key Metrics Lean Business Model Canvas Source: Based on Business Model Canvas -‐ hbp://en.wikipedia.org/wiki/Business_Model_Canvas & Lean Canvas -‐ hbp://prac:cetrumpstheory.com/2012/02/why-‐lean-‐canvas/ VALUE CREATION (Enterprise Engine) VALUE DELIVERY (Customer Growth Engine) VALUE CAPTURE/SHARING (Value Engine) KP KA VP CR CS C$ P$ KR CH R$ BUSINESS MODEL ENVIRONMENT (Compe..ve/Unfair Advantage) Lean Business Model Canvas Job To Get Done/Experience (Journey: Strategy/Execu.on)
- 23. DramaMc Story Canvas Holis:cally Document, Present, and Manage Ideas for Organiza:onal Success
- 24. DRAMATIC STORY CANVAS Holis:cally Document, Present, and Manage Ideas for Organiza:onal Success (Failure) in Business and Life #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluMon Gain: (Un)Known Business Model Business Model Before Aaer Job To Get Done/Experience (Journey: Strategy/Execu.on)
- 25. Business Model Storyboard A One-‐page Tool for Documen:ng and Checking the Logic of a Business Model
- 26. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing ENTERPRISE ENGINE CUSTOMER GROWTH ENGINE VALUE ENGINE delivers requires drives requires Product/Value ProposiMon Channels & RelaMonships Customer/Job-‐To-‐Get-‐Done require(s) require(s) Inputs/Partners Internal Resources Processes/AcMviMes require(s) affect(s) require(s) deliver(s) Cost (Pain) Revenue (Delight) PROFIT (VALUE) requires drive(s) delights delight(s) delight(s) (Problem-‐Solu.on Fit; Product-‐Market Fit) Job-‐To-‐ Get-‐Done Create Value Deliver Value Capture/Share Value BUSINESS MODEL STORYBOARD Visualize the Building Blocks and Norma:ve Logic of a Business Model
- 27. #VPGen. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing ENTERPRISE ENGINE: Value Crea:on (Reduce Cost) CUSTOMER GROWTH ENGINE: Value Delivery (Increase Revenue) Inputs/Partners q Co-‐crea.on; Social Media q Open Source Collabora.on q Crowd-‐funding/sourcing q Frac.onaliza.on/Co-‐owner q Investor/Sponsor/Donor q Mergers & Acquisi.ons Internal Resources (Physical/Intellectual/Emo:onal/ Spiritual Resources) q Creator; Broker; Landlord q Peer-‐to-‐Peer Planorm q Facilitated Network q Patents (“Fences”; Barriers) Processes/AcMviMes q Opera.onal Excellence; JIT q Automa.on (Self-‐service/DIY) q Gamifica.on; Digitaliza.on q Ecosystem Management q Problem Solving; Consul.ng q Compe..ve Strategies Product/Value ProposiMon q Asset Sale/Direct Sale q Product Leadership/Extension q Used/2nd Hand Product; Bargain q Customiza.on (Value Factors) q Bundling/Unbundling q Product/Sodware as a Service Channels & RelaMonships q Offline/Online; (In)direct Sale q Franchise; Licensing; Affiliates q Distributor; Disintermediator q Ad Network; Brand Mul.plier q Aggrega.on/Disaggrega.on q Auc.on/Reverse Auc.on Customer/Job-‐To-‐Get-‐Done q Customer In.macy/Loyalty q B2B; B2C q Long Tail; Community (Hub) q Two-‐sided Market (Segments) q Mul.-‐sided Market (Planorm) q Luxury/Mass Market/Niche Cost (Pain) q Outsourcing; Specializa.on q Group Deals q Lending/Ren.ng/Leasing q Cross-‐subsidiza.on q Frac.onaliza.on/Co-‐owner Revenue (Delight) q Pre-‐payment; Amor.za.on q Discount; Dynamic Pricing q Razor Blade (“Bait & Switch”) q Usage Fee; Subscrip.on Fee q Tiered Payment; Freemium q Dona.on; Free PROFIT (VALUE) q Shared Value (Profit) q Transient Compe..ve Adv. q Sustainable Compe..ve Adv. q Red Ocean; Low Cost/Margin q Blue Ocean; Luxury Spot q Disrup.on/Lean Spot VALUE ENGINE: Value Sharing (Increase Profit) 51 BUSINESS PROFIT PATTERNS (Strategic Choices for Business Model Profitability)
- 28. Business Model Dashboard The 3 Levels of Business Model Performance
- 29. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing BUSINESS MODEL DASHBOARD BUSINESS MODEL DASHBOARD Outcome (Result/Impact/Trade-‐off/SWOT) Supersystem Region/Gov./ NGOs Influencers/ Media Non-‐Customers (Prospects) PESTLIED Events/Trends Environment (Market/Industry) Suppliers Channels/ Rela.onships (In)Direct Compe.tors New Entrants (Startups) Customers System (Enterprise) Input Processor Output Feedback The 3 Levels of Business Model Performance
- 30. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing ENVIRONMENT (Market/Industry) SYSTEM (Enterprise) BUSINESS MODEL DASHBOARD SUPERSYSTEM Nested System Hierarchy
- 31. #4ROD. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing ENVIRONMENT (Market/Industry) SYSTEM (Enterprise) BUSINESS MODEL DASHBOARD Business Model Ques:onnaires for Con:nuously Managing, Improving, and Disrup:ng Business Models Business Model Ques:onnaire – Environment (Market/Industry) Level Business Model Ques:onnaire – Enterprise (System) Level SUPERSYSTEM
- 32. Value Engine Map Fat Strategy vs. Lean Strategy
- 33. VALUE ENGINE MAP (-‐): PAIN: (+): DELIGHT: Big Urgent Market Problem (BUMP): ………………………………………………………………………………………………………………… Job To Be Done (Market/Goal): …………………………………………………………………………………………………………………………. Ideal Final Result (IFR): Insanely Great Experience or Ideal Minimum Viable Proposi:on (MVP) Low (1) High (10) Low (1) High (10)
- 34. VALUE ENGINE MAP for Red Ocean DisrupMon (ROD) Strategy and TacMcs (-‐): PAIN: (+): DELIGHT: BLUE OCEAN [Business Model] RED OCEAN [Business Model] Big Urgent Market Problem (BUMP): ………………………………………………………………………………………………………………… Job To Be Done (Market/Goal): …………………………………………………………………………………………………………………………. Ideal Final Result (IFR): Insanely Great Experience or Ideal Minimum Viable Proposi:on (MVP) Low (1) High (10) Low (1) High (10)
- 35. (-‐): PAIN: Cost (+): DELIGHT: Differen@a@on BLUE OCEAN Strategy RED OCEAN Strategy LUXURY SPOT/ “DIFFERENTIATION” Strategy GREEN OCEAN Strategy NO-‐MAN’S-‐ISLAND Strategy VOLCANO SPOT Strategy SWEET SPOT Strategy OASIS SPOT/ “STUCK-‐IN-‐THE-‐MIDDLE” Strategy DISRUPTION SPOT/ “LOW COST” Strategy VALUE ENGINE MAP of Strategies Big Urgent Market Problem (BUMP): ………………………………………………………………………………………………………………… Job To Be Done (Market/Goal): …………………………………………………………………………………………………………………………. Ideal Final Result (IFR): Insanely Great Experience or Ideal Minimum Viable Proposi:on (MVP) Low (1) High (10) Low (1) High (10)
- 36. (-‐): PAIN: Cost (+): DELIGHT: Differen@a@on BLUE OCEAN Customers RED OCEAN Customers LUXURY SPOT/ “DIFFERENTIATION” Customers GREEN OCEAN Customers NO-‐MAN’S-‐ISLAND Customers VOLCANO SPOT Customers SWEET SPOT Customers OASIS SPOT/ “STUCK-‐IN-‐THE-‐MIDDLE” Customers DISRUPTION SPOT/ “LOW COST”/LEAN Customers VALUE ENGINE MAP of Market Universe: 9 Archetypal Customer Segments (Personas) Big Urgent Market Problem (BUMP): ………………………………………………………………………………………………………………… Job To Be Done (Market/Goal): …………………………………………………………………………………………………………………………. Ideal Final Result (IFR): Insanely Great Experience or Ideal Minimum Viable Proposi:on (MVP) Low (1) High (10) Low (1) High (10)
- 37. Rapidly Eliminate “Fat Strategy” & Maximize Profitability
- 38. Don’t Just Start a Business Project With A Minimum Viable Product (MVP). Start With and Test the Vision of A Resona.ng Customer Trade-‐off (RCT) That Promises An Awesome Customer Experience (ACE).
- 39. In Every Project, Begin With and ConMnuously Test the Vision of Delivering An Awesome Customer Experience (ACE).
- 40. EXERCISE: Lean Strategy Game Plan, test, validate, and present a scalable “magical” idea/product/service/business model/value network (ecosystem) that delivers an Awesome Customer Experience (ACE) in a given industry or domain.
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- 43. #QBE. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing “Smart” Execu.on Cycle Doing Outcome Done Plan To Do Plan, test, validate, and present a scalable “magical” idea/product/ service/business model/value network (ecosystem) that delivers an Awesome Customer Experience (ACE) in a given industry or domain. Rapidly Eliminate “Fat Strategy” and Maximize Profitability Problem?
- 44. #QBE. Dr. Rod King. rodkuhnhking@gmail.com & h9p://businessmodels.ning.com & h9p://twi9er.com/RodKuhnKing “Smart” Execu.on Cycle Doing Outcome Done Plan To Do Plan, test, validate, and present a scalable “magical” idea/product/ service/business model/value network (ecosystem) that delivers an Awesome Customer Experience (ACE) in a given industry or domain. Rapidly Eliminate “Fat Strategy” and Maximize Profitability Awesome Customer Experience (ACE) in given industry/domain Problem?