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The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY PROFIT
The document discusses the integration of blue ocean strategy and lean startup methodology, highlighting a trade-off tool for product/service development. It outlines a structured approach to visualize and execute business models while navigating between red ocean (existing competition) and blue ocean (new opportunities) strategies. Key concepts include stages of the idea lifecycle, tools for problem-solving, and the importance of defining goals for industry/market/customer alignment.
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The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY PROFIT
- 1. Combine the Best of “Blue Ocean Strategy” and “Lean Startup Methodology” #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing TRADE-‐OFF TOOL (Product/Service) STRENGTH (+): Delight WEAKNESS (-‐): Pain BLUE OCEAN STRATEGY Strategy Business Model (Value Chain) VisualizaHon ExecuHon LEAN STARTUP METHODOLOGY ExecuHon Business Model (Value Chain) VisualizaHon Strategy RED OCEAN DISRUPTION (ROD) STACK h5p://goo.gl/j0rc4V Strategy + ExecuHon + Business Model (Value Chain) VisualizaHon (“Blue Ocean Strategy for Lean Startups”) -‐
- 2. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Where currently are we? Where must we go? Problem Pain: (Un)Known How must we get there? (-‐) (+) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5 Method (Strategy) -‐ Business Model
- 3. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Where currently are we? Where must we go? Problem Pain: (Un)Known How must we get there? (-‐) (+) (-‐) (+) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5 Method (Strategy) -‐ Business Model
- 4. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Where currently are we? Where must we go? Problem Pain: (Un)Known Method (Strategy) -‐ Business Model How must we get there? (-‐) (+) (-‐) (+) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 5. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Where currently are we? Where must we go? Problem Pain: (Un)Known Method (Strategy) How must we get there? (-‐) (+) (-‐) (+) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5 (To Do/Vision) (Done) (Doing)
- 6. The Red Ocean DisrupTon (ROD) Stack for Blue Ocean Strategists & Lean Startups
- 7. A Less Risky Journey to the Blue Ocean
- 8. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Where currently are we? Where must we go? Problem Pain: (Un)Known Method (Strategy) -‐ Business Model How must we get there? Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 9. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Where currently are we? Where must we go? Problem Pain: (Un)Known Method (Strategy) -‐ Business Model How must we get there? (-‐) (+) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 10. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Where currently are we? Where must we go? Problem Pain: (Un)Known Method (Strategy) -‐ Business Model How must we get there? (-‐) (+) (-‐) (+) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 11. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Where currently are we? Where must we go? Problem Pain: (Un)Known Method (Strategy) -‐ Business Model How must we get there? (-‐) (+) (-‐) (+) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 12. How to Be:er Visualize and Sail to the Blue Ocean Use the Red Ocean DisrupTon (ROD) Stack q Idea Lifecycle (Roadmap of Product-‐Market Fits/Nested S-‐Curve); 4 Problem Archetypes q Problem Solving Engine; DramaZc Story Canvas; Lean Strategy Canvas; 6 Jobs of Highly EffecZve Problem Solvers q Business Model Dashboard; Business Model Chemistry q Business Model Storyboard; Business Model Yacht q Value Engine Map; Red Ocean DisrupZon (ROD) Strategies; E.R.I.C. TacZcs; Trade-‐off Matrix q Strategy Canvas (Linear/Radial/3x3); Value InnovaZon (Blue Ocean Strategy/TacZcs) q Value Chain Analysis; Value Net q Industry (A5racZveness) Analysis q SWOT Analysis; Force Field Analysis q Customer AcquisiZon Pyramid
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- 17. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing BUSINESS MODEL DASHBOARD BUSINESS MODEL DASHBOARD (PERFORMANCE; IMPACT; TRADE-‐OFF = Pain/Delight) Supersystem Region/Gov./ NGOs Influencers/ Media Non-‐Customers (Prospects) PESTLIED Events/Trends Environment (Market/Industry) Suppliers Channels/ RelaHonships (In)Direct CompeHtors New Entrants (Startups) Customers System (Enterprise) Input Processor Output Feedback The 3 Levels of Business Model Performance 1 2 3 4 5
- 18. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing BUSINESS MODEL DASHBOARD BUSINESS MODEL DASHBOARD (PERFORMANCE; IMPACT; TRADE-‐OFF = Pain/Delight) Supersystem Region/Gov./ NGOs Influencers/ Media Non-‐Customers (Prospects) PESTLIED Events/Trends Environment (Market/Industry) Suppliers Channels/ RelaHonships (In)Direct CompeHtors New Entrants (Startups) Customers System (Enterprise) Input Processor Output Feedback The 3 Levels of Business Model Performance 1 2 3 4 5
- 19. Business Model Yacht Red Ocean DisrupZon (ROD) Storyboard
- 20. Business Model Yacht for Blue Ocean Strategists 1. CONCEPTION (Red Ocean DisrupZon Idea/Blue Ocean Concept)
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- 22. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 23. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Outcomes (Hypotheses) q Highly Contested Market Space q HypercompeHHon; CommodiHzaHon q Low Profitability; Low Profit Margin q High Mortality Rate (Death Rate) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 24. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model (-‐) (+) Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Outcomes (Hypotheses) q Highly Contested Market Space q HypercompeHHon; CommodiHzaHon q Low Profitability; Low Profit Margin q High Mortality Rate (Death Rate) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 25. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model (-‐) (+) Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Outcomes (Hypotheses) q Highly Contested Market Space q HypercompeHHon; CommodiHzaHon q Low Profitability; Low Profit Margin q High Mortality Rate (Death Rate) Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 26. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model (-‐) (+) Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Outcomes (Hypotheses) q Highly Contested Market Space q HypercompeHHon; CommodiHzaHon q Low Profitability; Low Profit Margin q High Mortality Rate (Death Rate) Outcomes (Hypotheses) q Uncontested Market Space q Irrelevant CompeHtors q High Profitability; High Profit Margin q Low Mortality Rate (Death Rate) Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 27. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Outcomes (Hypotheses) q Highly Contested Market Space q HypercompeHHon; CommodiHzaHon q Low Profitability; Low Profit Margin q High Mortality Rate (Death Rate) Outcomes (Hypotheses) q Uncontested Market Space q Irrelevant CompeHtors q High Profitability; High Profit Margin q Low Mortality Rate (Death Rate) Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 28. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 29. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 30. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 31. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model Value InnovaZon-‐focus (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 32. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) PROFIT (Key Metrics) (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 33. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) PROFIT (Key Metrics) Value Engine (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 34. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) PROFIT (Key Metrics) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 35. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) PROFIT (Key Metrics) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 36. Business Model Yacht for Blue Ocean Strategists 2. PRETOTYPE (Red Ocean DisrupZon (Blue Ocean) Strategy/ TacZcs/Business Model)
- 37. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) PROFIT (Key Metrics) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 38. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 39. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Blue Ocean Strategy: Six Principles 1. Reconstruct market bound-‐ aries (6 paths) 2. Focus on big picture (4 steps) 3. Reach beyond exis<ng demand 4. Get the strategic sequence right 5. Overcome key org. hurdles 6. Build execu<on into strategy Four AcHons F’work Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) Linear Strategy Canvas (“As Is”) Linear Strategy Canvas (“To Be”) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 40. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Blue Ocean Strategy: Six Principles 1. Reconstruct market bound-‐ aries (6 paths) 2. Focus on big picture (4 steps) 3. Reach beyond exis<ng demand 4. Get the strategic sequence right 5. Overcome key org. hurdles 6. Build execu<on into strategy Four AcHons F’work Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) 3x3 Strategy Canvas (“As Is”) 3x3 Strategy Canvas (“To Be”) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 41. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) Radial Strategy Canvas (“As Is”) Radial Strategy Canvas (“To Be”) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 42. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Blue Ocean Strategy: Six Principles 1. Reconstruct market bound-‐ aries (6 paths) 2. Focus on big picture (4 steps) 3. Reach beyond exis<ng demand 4. Get the strategic sequence right 5. Overcome key org. hurdles 6. Build execu<on into strategy Four AcHons F’work Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) Radial Strategy Canvas (“As Is”) Radial Strategy Canvas (“To Be”) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 43. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Blue Ocean Strategy: Six Principles 1. Reconstruct market bound-‐ aries (6 paths) 2. Focus on big picture (4 steps) 3. Reach beyond exis<ng demand 4. Get the strategic sequence right 5. Overcome key org. hurdles 6. Build execu<on into strategy Four AcHons F’work Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) Radial Strategy Canvas (“As Is”) Radial Strategy Canvas (“To Be”) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 44. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Blue Ocean Strategy: Six Principles 1. Reconstruct market bound-‐ aries (6 paths) 2. Focus on big picture (4 steps) 3. Reach beyond exis<ng demand 4. Get the strategic sequence right 5. Overcome key org. hurdles 6. Build execu<on into strategy Four AcHons F’work Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5 Decision-‐Making Dashboard Decision-‐Making Dashboard Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”)
- 45. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Blue Ocean Strategy: Six Principles 1. Reconstruct market bound-‐ aries (6 paths) 2. Focus on big picture (4 steps) 3. Reach beyond exis<ng demand 4. Get the strategic sequence right 5. Overcome key org. hurdles 6. Build execu<on into strategy Four AcHons F’work Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5 Decision-‐Making Dashboard Decision-‐Making Dashboard Balanced Scorecard (“To Be”) Balanced Scorecard (“As Is”) 0 2 4 6 8 10 i ii iii iv FINANCE CUSTOMER PROCESS LEARNING 0 2 4 6 8 10 i ii iii iv
- 46. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Blue Ocean Strategy: Six Principles 1. Reconstruct market bound-‐ aries (6 paths) 2. Focus on big picture (4 steps) 3. Reach beyond exis<ng demand 4. Get the strategic sequence right 5. Overcome key org. hurdles 6. Build execu<on into strategy Four AcHons F’work Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5 Pirate ‘L.E.A.R.N.’ Scorecard (“To Be”) Pirate ‘L.E.A.R.N.’ Scorecard (“As Is”) 0 2 4 6 8 10 i ii iii iv v vi vii viii E: Engagement A: AcquisiZon A: AcZvaZon R: RetenZon R: Revenue R: Referral N: Net Promoter Score 0 2 4 6 8 10 i ii iii iv v vi vii viii Decision-‐Making Dashboard Decision-‐Making Dashboard L: LifeZme Value
- 47. RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known Method (Strategy) Make extraordinary profit (margin) Disrupt a leading product/ service/business model to create a really different and valuable experience Develop, test, and validate a massive level of customer interest (for each stage of the idea lifecycle) 1 2 3 Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
- 48.
- 49.
- 50. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment Method (Strategy) -‐ Business Model 1 2 3 4 5
- 51. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
- 52. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Outcomes (Hypotheses) q Highly Contested Market Space q HypercompeHHon; CommodiHzaHon q Low Profitability; Low Profit Margin q High Mortality Rate (Death Rate)
- 53. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model (-‐) (+) Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or DifferenZaZon business model Outcomes (Hypotheses) q Highly Contested Market Space q HypercompeHHon; CommodiHzaHon q Low Profitability; Low Profit Margin q High Mortality Rate (Death Rate) Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
- 54. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 55. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 56. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas q Classic/ TradiHonal Circus Entertainment q Animal Care q Employees/Star Performers q Animal Care q FaciliHes/Equipment/Rent q MarkeHng & Sales q Ticket Sale q Aisle Concessions Channels & RelaTon-‐ ships q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers q Classic/ TradiHonal Circus q Family q Children Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Low Profit Margin q Animal Handlers q Suppliers Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 57. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service Dynamic Strategy Canvas (“As Is”) COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas q Classic/ TradiHonal Circus Entertainment q Animal Care q Employees/Star Performers q Animal Upkeep q FaciliHes/Equipment/Rent q MarkeHng & Sales q Ticket Sale q Aisle Concessions q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers q Classic/ TradiHonal Circus q Family q Children Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Low Profit Margin q Animal Handlers q Suppliers Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT
- 58. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas q Classic/ TradiHonal Circus Entertainment q Animal Care q Employees/Star Performers q Animal Upkeep q FaciliHes/Equipment/Rent q MarkeHng & Sales q Ticket Sale q Aisle Concessions q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers q Classic/ TradiHonal Circus q Family q Children Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Low Profit Margin q Animal Handlers q Suppliers Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT
- 59. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas q Classic/ TradiHonal Circus Entertainment q Animal Care q Family q Children q Employees/Star Performers q Animal Upkeep q FaciliHes/Equipment/Rent q MarkeHng & Sales q Ticket Sale q Aisle Concessions q Animal Handlers q Suppliers q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers q Classic/ TradiHonal Circus New Entrants (Startups) SubsH-‐ tutes (Incumbents) Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Low Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 60. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas q Classic/ TradiHonal Circus Entertainment q Animal Care q Family q Children q Employees/Star Performers q Animal Upkeep q FaciliHes/Equipment/Rent q MarkeHng & Sales q Ticket Sale q Aisle Concessions q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers q Classic/ TradiHonal Circus New Entrants (Startups) SubsH-‐ tutes (Incumbents) Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Outdoor Sports/Games Theater Musical (Electronic Games) Low Profit Margin q Animal Handlers q Suppliers Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 61. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas q Classic/ TradiHonal Circus Entertainment q Animal Care q Family q Children q Employees/Star Performers q Animal Upkeep q FaciliHes/Equipment/Rent q MarkeHng & Sales q Ticket Sale q Aisle Concessions q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers q Classic/ TradiHonal Circus New Entrants (Startups) SubsH-‐ tutes (Incumbents) Comple-‐ mentors Influenc-‐ ers Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy (Electronic Games) Outdoor Sports/Games Theater Musical Low Profit Margin q Animal Handlers q Suppliers Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 62. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas q Classic/ TradiHonal Circus Entertainment q Animal Care q Family q Children q Employees/Star Performers q Animal Upkeep q FaciliHes/Equipment/Rent q MarkeHng & Sales q Ticket Sale q Aisle Concessions q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers q Classic/ TradiHonal Circus S: Strengths O: Opportuni-‐ Hes W: Weaknesses T: Threats Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Low Profit Margin q Animal Handlers q Suppliers Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 63. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas q Classic/ TradiHonal Circus Entertainment q Animal Care q Family q Children q Employees/Star Performers q Animal Upkeep q FaciliHes/Equipment/Rent q MarkeHng & Sales q Ticket Sale q Aisle Concessions q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers q Classic/ TradiHonal Circus q Discomfort with use of animals q Lack of focus in viewing shows in 3-‐ring circus q High price of aisle Zckets Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Low Profit Margin q Animal Handlers q Suppliers Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 64.
- 65. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing TRADE-‐OFF TOOL (Product/Service) STRENGTH (+): Delight WEAKNESS (-‐): Pain TradiTonal Circus (Industry) q Fun & Humor q Thrill & Danger q Inexpensive q Discomfort with use of animals q Lack of focus from viewing in 3-‐ring circus q High price of aisle Zckets Theater/Musicals (Industry: Direct/Indirect/Remote) q ArZsZc music and dance q Expensive Circus-‐Theater Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 ü
- 66. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business model Low Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
- 67. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business model Low Profit Margin High Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
- 68. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Circus-‐Theater q Adults q Corporate Clients q Family q Children High Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 69. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Circus-‐Theater q Adults q Corporate Clients q Family q Children High Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 70. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service Dynamic Strategy Canvas (“To Be”) COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii Blue Ocean Strategy: Six Principles 1. Reconstruct market bound-‐ aries (6 paths) 2. Focus on big picture (4 steps) 3. Reach beyond exis<ng demand 4. Get the strategic sequence right 5. Overcome key org. hurdles 6. Build execu<on into strategy Four AcHons F’work Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Circus-‐Theater q Adults q Corporate Clients q Family q Children High Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT
- 71. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii Blue Ocean Strategy: Six Principles 1. Reconstruct market bound-‐ aries (6 paths) 2. Focus on big picture (4 steps) 3. Reach beyond exis<ng demand 4. Get the strategic sequence right 5. Overcome key org. hurdles 6. Build execu<on into strategy Four AcHons F’work Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Circus-‐Theater q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals q Adults q Corporate Clients q Family q Children High Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT
- 72. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii 1 3 5 7 9 i ii iii iv v vi vii viii Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Circus-‐Theater q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals q Adults q Corporate Clients q Family q Children High Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT
- 73. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners BOS: Six Principles Four AcHons F’work q E: Eliminate Star Performers/ Animal Shows/ Aisle Concessions/ MulZple Arenas q R: Reduce Fun & Humor/Thrill & Danger q I: Increase Unique Venue q C: Create Theme/ Music & Dance/ MulZple Prodn Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii 1 3 5 7 9 i ii iii iv v vi vii viii Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Circus-‐Theater q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals q Adults q Corporate Clients q Family q Children High Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT
- 74. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners BOS: Six Principles Four AcHons F’work q E: Eliminate Star Performers/ Animal Shows/ Aisle Concessions/ MulZple Arenas q R: Reduce Fun & Humor/Thrill & Danger q I: Increase Unique Venue q C: Create Theme/ Music & Dance/ MulZple Prodn Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii 1 3 5 7 9 i ii iii iv v vi vii viii Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Circus-‐Theater q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals q Adults q Corporate Clients q Family q Children High Profit Margin q Ticket Sale (Premium) Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT
- 75. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii 1 3 5 7 9 i ii iii iv v vi vii viii Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Circus-‐Theater q Adults q Corporate Clients q Family q Children q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales BOS: Six Principles Four AcHons F’work q E: Eliminate Star Performers/ Animal Shows/ Aisle Concessions/ MulZple Arenas q R: Reduce Fun & Humor/Thrill & Danger q I: Increase Unique Venue q C: Create Theme/ Music & Dance/ MulZple Prodn High Profit Margin q Ticket Sale (Premium) Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT
- 76. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii 1 3 5 7 9 i ii iii iv v vi vii viii Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Circus-‐Theater q Adults q Corporate Clients q Family q Children q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales BOS: Six Principles Four AcHons F’work q E: Eliminate Star Performers/ Animal Shows/ Aisle Concessions/ MulZple Arenas q R: Reduce Fun & Humor/Thrill & Danger q I: Increase Unique Venue q C: Create Theme/ Music & Dance/ MulZple Prodn High Profit Margin q Ticket Sale (Premium) Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT
- 77. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service 1 3 5 7 9 i ii iii iv v vi vii viii COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons q Circus-‐Theater Entertainment q ArHsHc Show q Circus-‐Theater q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales q Agents for ArHsts q Suppliers q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals q Adults q Corporate Clients q Family q Children High Profit Margin q Ticket Sale (Premium) Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“To Be”) Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT
- 78. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service 1 3 5 7 9 i ii iii iv v vi vii viii COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons q Circus-‐Theater Entertainment q ArHsHc Show q Circus-‐Theater q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales q Agents for ArHsts q Suppliers q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals q Adults q Corporate Clients q Family q Children High Profit Margin q Ticket Sale (Premium) (-‐) (+) Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“To Be”) Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT
- 79. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons q Circus-‐Theater Entertainment q ArHsHc Show q Ticket Sale (Premium) q Circus-‐Theater COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales q Agents for ArHsts q Suppliers q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals q Adults q Corporate Clients q Family q Children High Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 80. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons q Circus-‐Theater Entertainment q ArHsHc Show q Ticket Sale (Premium) q Circus-‐Theater COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales q Agents for ArHsts q Suppliers q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals q Adults q Corporate Clients q Family q Children High Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 81. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons q Circus-‐Theater Entertainment q ArHsHc Show q Ticket Sale (Premium) q Circus-‐Theater COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales q No animals q No 3-‐ring circus arrangement q Premium Zcket price q Agents for ArHsts q Suppliers q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals q Adults q Corporate Clients q Family q Children High Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 82. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service q Ticket Sale (Premium) COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q No animals q No 3-‐ring circus arrangement q Premium Zcket price q Discomfort with use of animals q Lack of focus in viewing shows in 3-‐ring circus q High price of aisle Zckets q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons q Circus-‐Theater Entertainment q ArHsHc Show q Circus-‐Theater q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales q Agents for ArHsts q Suppliers q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals q Adults q Corporate Clients q Family q Children High Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 83. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas q Classic/ TradiHonal Circus Entertainment q Animal Care q Family q Children q Employees/Star Performers q Animal Upkeep q FaciliHes/Equipment/Rent q MarkeHng & Sales q Ticket Sale q Aisle Concessions q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers q Classic/ TradiHonal Circus q Discomfort with use of animals q Lack of focus in viewing shows in 3-‐ring circus q High price of aisle Zckets Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Low Profit Margin q Animal Handlers q Suppliers PIVOT PIVOT PIVOT PIVOT PIVOT PIVOT PIVOT PIVOT Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 84.
- 85. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service q Ticket Sale (Premium) COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons q Circus-‐Theater Entertainment q ArHsHc Show q Circus-‐Theater q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales New Entrants (Startups) SubsH-‐ tutes (Incumbents) q Agents for ArHsts q Suppliers q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals q Adults q Corporate Clients q Family q Children High Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 86. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service q Ticket Sale (Premium) COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons q Circus-‐Theater Entertainment q ArHsHc Show q Circus-‐Theater q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales New Entrants (Startups) SubsH-‐ tutes (Incumbents) Outdoor Sports/Games Theater Musical (Electronic Games) q Agents for ArHsts q Suppliers q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals q Adults q Corporate Clients q Family q Children High Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 87. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service q Ticket Sale (Premium) COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons q Circus-‐Theater Entertainment q ArHsHc Show q Agents for ArHsts q Suppliers q Circus-‐Theater q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales New Entrants (Startups) SubsH-‐ tutes (Incumbents) Comple-‐ mentors Influenc-‐ ers Outdoor Sports/Games Theater Musical (Electronic Games) q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals q Adults q Corporate Clients q Family q Children High Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 88. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service q Ticket Sale (Premium) COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons q Circus-‐Theater Entertainment q ArHsHc Show q Circus-‐Theater q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales Forces Against Forces For q Agents for ArHsts q Suppliers q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals q Adults q Corporate Clients q Family q Children High Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 89. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service q Ticket Sale (Premium) COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons q Circus-‐Theater Entertainment q ArHsHc Show q Circus-‐Theater q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales S: Strengths O: Opportuni-‐ Hes W: Weaknesses T: Threats q Agents for ArHsts q Suppliers q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals q Adults q Corporate Clients q Family q Children High Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT
- 90. Stage/Tollgate Theme/Project 1. ConcepTon (Problem/JTGD) 2. Pretotype (ChaoHc) 3. Prototype (Complex) 4. Pilot (Complicated) 5. Full Scale (Simple) NATURE Fill a Niche/DNA: Solve Problem/ Resolve Trade-‐off in Ecosystem RINGLING BROS. Red Ocean Circus: Create/Launch a Classic Circus Business “The Greatest Show on Earth” Classic Traveling Circus Tollgate Criteria (Level of Interest) CIRQUE DU SOLEIL Blue Ocean Circus: Create/Launch a Circus-‐Theater; “We Reinvent the Circus” Traveling Street Performers: 2 No. Traveling Street Performers: Small Ensemble Traveling Circus-‐ Theater: Large Ensemble Resident Circus-‐ Theater with Own/ Permanent Venue for Entertainment Tollgate Criteria (Level of Interes) Every Great Idea or Industry Sails Through a Lifecycle of 5 Stages
- 91. Appendix Reconstruct Market Boundaries
- 92.
- 93. q Delighters q SaTsfiers q DissaTsfiers q Delighters q SaTsfiers q DissaTsfiers q Delighters q SaTsfiers q DissaTsfiers NON-‐COMPETITORS (Remote Industries/Economy: Sectoral & Geographical Non-‐alternaZves) DIRECT COMPETITORS (Core Sector/Strategic Groups: SubsZtutes) BUSINESS (New) Customer Value ProposiTon/Market: ………………………………………………………………….. q NON-‐ CUSTOMERS (“UNDERDOGS”) o Profitable o Break-‐even o Unprofitable The image cannot be displayed. Your computer may not have enough memory to open the image, or the Blue Ocean Product/Service Why? How? Why? How? Why? How? INDIRECT COMPETITORS (Peripheral/ Adjacent Industries: AlternaZves/Value Chain Complements) Diffusion (Word-‐of-‐mouth) PotenZal = Delighters + SaZsfiers -‐ DissaZsfiers The image cannot be CUSTOMER ACQUISITION PYRAMID: Reconstruct Red Ocean Boundaries #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment
- 94.
- 95. ELEMENT ICON DESCRIPTION SYMBOL THEME: PATIENT TYPE PT TREATMENT T CHANNEL CH/CR GOAL/JOB JTGD PROBLEM Prob VALUE VP INPUT KP INTERNAL RESOURCES KR PROCESS KA SOLUTION Soln #HMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing 1 2 3 4 5 6 8 7 9 1 0 Periodic Table of Health Model Elements: 10 QuesHons For Discovering & EliminaHng Health Problems 1 2 3 4 5
- 96. ELEMENT ICON DESCRIPTION SYMBOL QUESTION PATIENT TYPE PT Who is the paTent? TREATMENT T What is the treatment/tool/medicine? CHANNEL CH/CR How is treatment/tool/medicine delivered to customer? GOAL/JOB JTGD What is the paTent’s main goal (Job To Get Done: Physical/Intellectual/EmoTonal/Spiritual Hierarchy)? PROBLEM Prob What are problems/pains/barriers/obstacles? VALUE VP What is the big urgent problem/pain (soluTon/benefit)? INPUT KP What are key inputs/partners? INTERNAL RESOURCES KR What are internal resources (people; infra’; technology)? PROCESS KA What are key ac<vi<es or processes of the organiza<on? SOLUTION Soln What are soluTons/gains/benefits? #HMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing 1 2 3 4 5 6 8 7 9 1 0 Periodic Table of Health Model Elements: 10 QuesHons For Discovering & EliminaHng Health Problems 1 2 3 4 5
- 97. #VCYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Value Engine (ProposiHon/Strategy) DELIGHT (STREAMS) PAIN (STRUCTURE) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5 (To Do/Vision) (Done) (Doing) WELLNESS (HAPPINESS)
- 98. #VCYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Value Engine (ProposiHon/Strategy) PaTent Type Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Treatment/Tool/ Medicine DELIGHT (STREAMS) PAIN (STRUCTURE) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5 (To Do/Vision) (Done) (Doing) WELLNESS (HAPPINESS)
- 99. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known What are soluTons/ gains/benefits? Who is the paTent? What are problems/ barriers/obstacles? How is treatment/tool delivered to paTent? What is the treatment/tool/ medicine? What is the big urgent problem/pain (soluHon/benefit)? What are key acZviZes or processes of the organiza-‐ Zon? What are internal resources (people; infra’; tech-‐ nology)? What are key inputs/ partners? 1 2 3 5 6 87 9 1 0 DELIGHT (STREAMS) PAIN (STRUCTURE) 4 Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5 (To Do/Vision) (Done) (Doing) WELLNESS (HAPPINESS)