THE CUSTOMER DEVELOPMENT ROADMAPA Minimum Viable Toolset for Systematically Creating Blue Ocean Startups
Dr. Rod Kuhn KingVisual Problem Solver, Inventor, and Magician
NEW
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Visual Customer Development
Especially for
‘Non-Software’ Startups
UNIQUE
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
The Blue Ocean Startup
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
A Blue Ocean Startup
Is a “Value Innovation” Business That
Creates an Uncontested Market Space and
Makes Competitors Irrelevant
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Eventually, a Blue Ocean Startup has
a Profit Margin of, at least, 20% p.a.
not more than 3 Direct Competitors in a Fast-growing Market (Niche)
a Market Share of, at least, 3 Times That of Nearest Competitor
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Blue Ocean Startups
Are the Darlings of
Angel Investors,
Venture Capitalists, and
the Stock Market
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ORIGINAL BLUE OCEAN STARTUPS
ORIGINALBLUE OCEAN STARTUPS
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
But, how are Blue Ocean Startups Created?
ITENN
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS MODEL DEVELOPMENTTOOLS FOR SYSTEMATICALLY CREATING BLUE OCEAN STARTUPS
WISDOMSOURCING MAP(Rod King)
CUSTOMER DEVELOPMENT(Steve Blank)
BLUE OCEAN STRATEGY(W. Chan Kim & Renee Mauborgne)
Blue OceanStartup
Market Types(Customer Experience
Map)
Value Innovation
VoC
Note VoC: Voice of Customer
LEAN STARTUP(Eric Ries)
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
KeyOMG-Experience:
Undesirable Experience:
Profit Margin
No. of Direct Competitors(Level of Commoditization)
Blue Ocean(“Practical Impossibility”)
Luxury Spot
Disruption Spot
Green Ocean Red Ocean
JOURNEY OF
THE BLUE OCEAN STARTUP
3
100%
6
10%
20%
10 (Global)
BLUE
OCE
AN ST
ARTU
P
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
Profit Margin
No. of Direct Competitors(Level of Commoditization)
COMPANY BUILDING COMPANY SCALING/ACQUISITION
CUSTOMER CREATION
CUSTOMER DISCOVERY & VALIDATION
‘CUSTOMER DEVELOPMENT’ JOURNEY OF
THE BLUE OCEAN STARTUP
3
100%
6
10%
20%
10 (Global)
BLUE
OCE
AN ST
ARTU
P
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
KeyOMG-Experience:
Undesirable Experience:
GURUS
Sweet SpotSTARTUP
Blue Ocean STARTUP
(“Practical Impossibility;Value Innovation”)
Luxury SpotSTARTUP
(“Existing Market”)
Disruption Spot/Lean STARTUP
(“Resegmented/Reframed Market; Lean/No-frills Niche”)
VolcanoSTARTUP
OasisSTARTUP
Green OceanSTARTUP
Red OceanSTARTUP
No-Man’s-IslandSTARTUP
3
10
6
3
6
10
Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/New MarketSTARTUP)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
10 ARCHETYPAL STARTUPS & MARKET TYPES “What Kind of a Startup Are We? What Kind of a Startup Must We Be? How?”
Differentiation(Performance)
Cost
(-): PAIN
(+): DELIGHT 2
Profit Margin
Direct Competitors (Commoditization)
(+): DELIGHT 1
Industry Attractiveness(Market Growth)
NewMarketSpace
ExistingMarketSpaceKey
OMG-Experience:
Undesirable Experience:
GURUS
Market (Customer Problem/Goal): ……………………………………………
BLUE OCEAN STARTUP Cube Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
WHY (PROBLEMS)?
Use of Waterfall Model for Product Development
Having Little or No Customers: Product-Market Misfit
HOW MANY? HOW MUCH?
Growing Communities of Practice for Customer Development Model
Lean Startup Model
WHAT (PROBLEMS)?
9 out of 10 New Products are Failures (Unprofitable)
High Mortality Rate of Scalable Startups
HOW (SOLUTION)?
Customer Development Model (Steve Blank): Customer Discovery; Customer Validation; Customer Creation; Company Building
Lean Startup Model (Eric Ries):Continuous & Rapid Deployment
WHAT NEXT?
See http://steveblank.com/
WHERE (PROBLEMS)?
Scalable Startups especially in Silicon Valley, California
World of Business (Startups)
THE METHODOLOGY OFCUSTOMER DEVELOPMENT
(based on Steve Blank’s book: “The Four Steps
To The Epiphany”)
WHEN?
See http://steveblank.com/
WHO?
Steve Blank Retired Serial Entrepreneur Author of “The Four Steps To The Epiphany” Creator of “Customer Dev. Model” Entrepreneurship Professor
OVERVIEW OF THE METHODOLOGY OF CUSTOMER DEVELOPMENT
“Successful Strategies for Products That Win”
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
Customer Development Model:
Minimum Viable Product(s)
Time(Delay; Cost; Adoption Barrier)
Waterfall Model:Alpha/Beta Product
Amount ofValidated Learning
KeyOMG-Experience:
Undesirable Experience:
GURUS Learning Time Map for Product Development Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/Entirely New Market)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
Resegmented/Reframed/Low-cost
Market; Lean/No-frills Niche
Cost(Adoption Barrier; Complexity; Inaccessibility; Delay)
Existing High end-Market
Performance(Functionality;Quality)
KeyOMG-Experience:
Undesirable Experience:
GURUS Cost-Performance Map for ‘Market Types’ Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/Entirely New Market)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
3
10
6
3
6
10
CUSTOMER CREATION PYRAMID FORTHE BLUE OCEAN STARTUP
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Delighters Satisfiers Dissatisfiers
Delighters Satisfiers Dissatisfiers
Delighters Satisfiers Dissatisfiers
NON-COMPETITORS(Remote Industries/Economy: Sectoral & Geographical Non-alternatives)
DIRECT COMPETITORS(Core Sector/Strategic Groups: Substitutes)
BUSINESS
(New) Customer Value Proposition/Market: …………………………………………………………………..
NON- CUSTOMERSo Profitableo Break-eveno Unprofitable
Oh My God-Product/Service
Why?How?
Why?How?
MARKET OPPORTUNITY SPACE
(LATENT DEMAND/CUSTOMERS)
UNTAPPED CUSTOMERS
SWITCHERS
BLUE OCEAN ST
ARTUP
Why?How?
INDIRECT COMPETITORS (Peripheral/Adjacent Industries: Alternatives/Value Chain Complements)
Diffusion (Word-of-mouth) Potential = Delighters + Satisfiers - Dissatisfiers
GURUS
IMPROVE JT
BD/
Customer E
xperience
CREATE (Integrate) JT
BD/
Oh My God-Experie
nces
Hypotheses vs. Reality
JTBD = Job To Be Done
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
COMPETITIVE LANDSCAPEFOR
THE BLUE OCEAN STARTUP
Customer Value Proposition(Hypotheses vs. Facts):
COMPETITIVE LANDSCAPE FOR THE BLUE OCEAN STARTUP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
DIRECT COMPETITORS INDIRECT COMPETITORS
NON-COMPETITORS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
MARKET UNIVERSEFOR
THE BLUE OCEAN STARTUP
Customer Value Proposition(Hypotheses vs. Facts):
MARKET UNIVERSE FOR THE BLUE OCEAN STARTUP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
CORE CUSTOMERS PERIPHERAL CUSTOMERS
REMOTE CUSTOMERS
CUSTOMIZATION POSITIONING
Personalized; Personal Customized; Scalable Fun; Entertaining Multi-sensory; Immersive Intuitive/Natural Do-It-Yourself/Self-service
INACCESSIBILITY POSITIONING
Accessible Scarce Only Unlimited; Omnipresent Connected Wireless
FUNCTIONALITY POSITIONING
Useful Unique (Capability) Specialized Effective; Problem-solving Pain-Reliever; [Pain]-Prevention; Versatile; Comprehensive
COST (PRICE)/SIZE POSITIONING
Low Price; Affordable; Cheap; Free Premium Price Luxurious Discounted Bestselling Portable; Miniature
PROCESS TIME POSITIONING
Instant; Immediate; Latest On Demand; 24x7 Oldest; Antique Time-saving 1/2/3-Day/Overnight Delivered Patient
BRANDING POSITIONING
Leading; No. 1; Exclusive Original; Authentic; Unique New Category; Innovative; Emergent Emotional Empowering; Humanizing Classic; Modern; Avant Garde
POSITIONING/FEATURES(Hypotheses vs. Facts):
CUSTOMER PREFERENCESvs.
BUSINESS PREFERENCES
COMPLEXITY POSITIONING
Simple; Easy to Learn/Use/Apply Convenient Hassle-free Easy-to-understand Risk-free Certain
QUALITY POSITIONING
Moderate/High Quality Pure; Defect-free Fast; Reliable Durable; Hard; Adaptive Healthy; Safe; Secure; Soft Efficient
POSITIONING/FEATURES MAP: HypothesesCollaboratively Design Oh My God-Strategies, Products, Services, and Business Models
GURUS
CUSTOMER CREATION PYRAMID FOR“THE CUSTOMER DEVELOPMENT ROADMAP”
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Delighters Satisfiers Dissatisfiers
Delighters Satisfiers Dissatisfiers
Delighters Satisfiers Dissatisfiers
NON-COMPETITORS(Remote Industries/Economy: Sectoral & Geographical Non-alternatives)
DIRECT COMPETITORS(Core Sector/Strategic Groups: Substitutes)
BUSINESS
Customer Value Proposition/Market: Create a Successful, Scalable Startup/Product; Radically Reduce Risk of Failure for Startups/New Products
NON- CUSTOMERSo Profitableo Break-eveno Unprofitable
CustomerDev. Roadmap
Why?How?
Why?How?
MARKET OPPORTUNITY SPACE
(LATENT DEMAND/CUSTOMERS)
UNTAPPED CUSTOMERS
SWITCHERS
BLUE OCEAN ST
ARTUP
Why?How?
INDIRECT COMPETITORS (Peripheral/Adjacent Industries: Alternatives/Value Chain Complements)
Diffusion (Word-of-mouth) Potential = Delighters + Satisfiers - Dissatisfiers
GURUS
IMPROVE JT
BD/
Customer E
xperience
CREATE (Integrate) JT
BD/
Oh My God-Experie
nces
Hypotheses vs. Reality
JTBD = Job To Be Done
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
CUSTOMER DEVELOPMENTROADMAP
(based on Steve Blank’s book: “The Four Steps
To The Epiphany”)
CUSTOMER DEVELOPMENT ROADMAPThe 4 Stages of the Customer Development Journey for a Scalable Startup
1. CUSTOMER DISCOVERY 2. CUSTOMER VALIDATION
3. CUSTOMER CREATION 4. COMPANY BUILDING
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
CUSTOMER DEVELOPMENTROADMAP
(based on Steve Blank’s book: “The Four Steps
To The Epiphany”)
CUSTOMER DEVELOPMENT ROADMAP - DetailsThe 4 Stages of the Customer Development Journey for a Scalable Startup
1. CUSTOMER DISCOVERY
1.1 State Your Hypothesis- “Customer Experience Curve (Canvas): Expected Pain/Delight”- Business Model (Global Value Chain): Expected Pain/Delight
1.2 Test “Problem” Hypothesis: “Customer Experience Curve: Actual”
1.3 Test “Product” Hypothesis: Minimum Viable Product (MVP)- Build MVP: Prototype Ad/Headline/Web Page/Product/Service; Min. Feature Set- Test MVP- Test Hypotheses for Business Model
2. CUSTOMER VALIDATION
2.1 Get Ready to Sell
2.2 Sell to “Earlyvangelists”
2.3 Develop Positioning: Product-Market Fit- Proposed Customer Experience Curve (Canvas)- Proposed Scalable Business Model
2.4 Verify - Product-Market Fit
- Scalable Business Model
3. CUSTOMER CREATION
3.1 Get Ready
3.2 Position
3.3 Launch
3.4 Create Demand
4. COMPANY BUILDING
4.1 Mainstream Customers
4.2 Management/Culture Issues
4.3 Functional Departments
4.4 Fast Response Departments
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
QUESTIONS FOREACH STAGE OFTHE CUSTOMER
DEVELOPMENT JOURNEY
QUESTIONS FOR EACH STAGE OFTHE CUSTOMER DEVELOPMENT JOURNEY
2. WHERE MUST THE BUSINESS GO? What Positioning?
3. HOW WILL THE BUSINESS GET THERE? What Business Model?
1. WHAT KIND OF A BUSINESS ARE WE? What Industry/Vision?
4. HOW WILL WE KNOW WHEN THE BUSINESS’S VISION IS REALISED?
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
CUSTOMER DISCOVERYSTAGE
What are the hypotheses?
What are the facts/evidences?
CUSTOMER DISCOVERY STAGE
Collaboratively Discover Most Important Customers, Big Urgent Market Problem (BUMP), and Business Model
2. WHERE MUST THE BUSINESS GO? What Positioning?
3. HOW WILL THE BUSINESS GET THERE? What Business Model?
1. WHAT KIND OF A BUSINESS ARE WE? What Industry/Vision?
4. HOW WILL WE KNOW WHEN THE BUSINESS’S VISION IS REALISED?
ALID
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
CUSTOMER VALIDATIONSTAGE
What are the hypotheses?
What are the facts/evidences?
CUSTOMER VALIDATION STAGE Collaboratively Validate Most Important Customers, Big Urgent Market Problem (BUMP),
and Business Model as well as Customer Goal (Job To Be Done)
2. WHERE MUST THE BUSINESS GO? What Positioning?
3. HOW WILL THE BUSINESS GET THERE? What Business Model?
1. WHAT KIND OF A BUSINESS ARE WE? What Industry/Vision?
4. HOW WILL WE KNOW WHEN THE BUSINESS’S VISION IS REALISED?
ALID
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
CUSTOMER CREATIONSTAGE
What are the hypotheses?
What are the facts/evidences?
CUSTOMER CREATION STAGE
Collaboratively Create End-user Demand and Drive That Demand Into Sales Channel of Business
1. WHAT KIND OF A BUSINESS ARE WE? What Industry/Vision? 2. WHERE MUST THE BUSINESS GO? What Positioning?
3. HOW WILL THE BUSINESS GET THERE? What Business Model?
4. HOW WILL WE KNOW WHEN THE BUSINESS’S VISION IS REALISED?
ALID
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
COMPANY BUILDINGSTAGE
What are the hypotheses?
What are the facts/evidences?
COMPANY BUILDING STAGE Collaboratively Scale Business Model and Establish Formal Departments With Standardized Processes
2. WHERE MUST THE BUSINESS GO? What Position?
3. HOW WILL THE BUSINESS GET THERE? What Business Model?
1. WHAT KIND OF A BUSINESS ARE WE? What Industry/Vision?
4. HOW WILL WE KNOW WHEN THE BUSINESS’S VISION IS REALISED?
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
THE 2 WORLDS OFCUSTOMER DEVELOPMENT
THE 2 WORLDS OF CUSTOMER DEVELOPMENT
CUSTOMER DISCOVERY
CUSTOMER VALIDATION
CUSTOMER CREATION
COMPANY BUILDING
WORLD OF SEARCH FOR SCALABLE BUSINESS MODEL(For ‘Startups/Entrepreneurs/Founders’)
WORLD OF EXECUTION FOR SCALABLE BUSINESS MODEL(For ‘Established or Matured Companies/Accountants’)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
EXPECTED OUTCOMES FOR
Customer Discovery Customer Validation Customer Creation Company Building
EXPECTED OUTCOMES Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
HYPOTHESES PROPOSED TESTING/METHOD
EXPECTED OUTCOMES
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
ACTUAL OUTCOMESFOR
Customer Discovery Customer Validation Customer Creation Company Building
ACTUAL OUTCOMES Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
HYPOTHESES: What we thought ACTUAL TESTING/METHOD: What we did
ACTUAL OUTCOMES: What we learned
ITENN E: ENVIRONMENT/INVESTOR Revenue (Sales) Cash Burn Rate Month of Cash Left Time to Cash Flow-Breakeven Contribution Margin
P: PROCESSES Cycle Time for Pivots/Prototyping/ Versioning/Product Releases Average Time to First Order Average Time to Follow-on Order Customer Feedback/Voice
S: SUPPLIERS/MATERIALS
R: RETAILERS/DISTRIBUTORS/ CHANNELS
Advertising Expenses
Viral Coefficient
O: OUTPUTS (PRODUCT/ SERVICE) No. of Minimum Viable Products No. of Prototypes/Releases Average Size Order Average Selling Price per Order Web Page/Site: Total Visits; Total Page Views
E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE Agile/Lean (‘Small’) Teams Lessons Learned/Insights No. of Experiments/Interviews Effectiveness/Proficiency of Sale Person Revenue per Sale Person
CUSTOMER DEVELOPMENT DASHBOARD (CDD)
OUTCOMES/GOALS: Customer Value Proposition Business Value = Revenue/Cost Customer Value (Experience) = Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION
C: CUSTOMERS/CONSUMERS & RELATIONSHIPS No. of Prospects/Registrations No. of Customers/Referrals Cost per Acquisition (Paid/Net) Customer Lifetime Value Customer Loyalty/Retention: Net Promoter Score (NPS)
CUSTOMER DEVELOPMENT DASHBOARDFOR THE BLUE OCEAN STARTUP
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN E: ENVIRONMENT PROBLEMS Inadequate Profit Margin/Cash Flow/Return On Investment Hyper-competition Commoditization: Red Ocean Ineffective Partners; Conflicts Volatile/Chaotic Environment
P: PROCESS PROBLEMS Incomplete Global Value Chain/ Business Model; Waste Inadequate Business Processes: Business Model Development/ Innovation/Strategy/Execution Ineffective Marketing/Sales
S: SUPPLIER/MATERIAL PROBLEMS
Inadequate Suppliers Inadequate Materials
R: RETAILER/DISTRIBUTOR/ CHANNEL PROBLEMS
Inadequate Channels/ Distributors/Logistics Inadequate Branding/Marketing/
Advertising
O: OUTPUT (PRODUCT/ SERVICE) PROBLEMS Product-Market Misfit Service-Market Misfit Ineffective Pricing Model/ Strategy Slow Prototyping/Deployment Unacceptable Defects/Design
E: EMPLOYEE/KNOWLEDGE ASSETS/CULTURE PROBLEMS Unrealistic Vision/Forecast/Target Ineffective Team/Culture Ineffective Business Strategy Ineffective Product Development Ineffective Strategic Alignment Inadequate Learning/Insights
WHY DO BUSINESSES (STARTUPS) FAIL AND DIE?
INEFFECTIVE/INADEQUATE Customer Value Proposition Business Value (Experience) Customer Value (Experience) Competitive Advantage
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION PROBLEMS
Inadequate Machinery/ Equipment/Tools Inadequate Technology Inadequate Infrastructure Inadequate Location
C: CUSTOMER/CONSUMER & RELATIONSHIP PROBLEMS
Inadequate No. of Customers Inadequate Market Growth Rate Inadequate Customer Relation- ships/Loyalty Inadequate Collaboration/‘VoC’
WHY DO BUSINESSES GENERALLY FAIL AND DIE?
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
WHY?
HOW MANY? HOW MUCH?
WHAT (PROBLEMS/PAIN)?
HOW?
WHAT NEXT?
WHERE?
CUSTOMER PROBLEMS (PAIN)
What are the facts/evidences?
WHEN?
WHO?
CUSTOMER PROBLEM MAP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
WHY?
HOW MANY? HOW MUCH?
WHAT (PROBLEMS)?
HOW?
WHAT NEXT?
WHERE?
BUSINESS PROBLEMS (PAIN)
What are the facts/evidences?
WHEN?
WHO?
BUSINESS PROBLEM MAP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CAUSE 4
CAUSE 6
CAUSE 1
CAUSE 5
CAUSE …
CAUSE 3
ROOT-CAUSES-------------------------------
MAIN PROBLEM (EFFECT):
What are the facts/evidences?
CAUSE 7
CAUSE 2
ROOT-CAUSE MAP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
WHY (MISSION)?
HOW MANY? HOW MUCH?
WHAT (VISION)?
HOW?
WHAT NEXT?
WHERE?
BUSINESS VISION
WHEN?
WHO?
BUSINESS VISION MAP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUSWHAT IS A BUSINESS MODEL?
A Business Model or Value Chainis a Schema of
How an Organization or Industry Operatesto Deliver Value
Especially Profit andOh My God-Customer Experiences
ITENN
ENVIRONMENT
UNIVERSAL MODEL OF A SYSTEM GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SYSTEM
OUTPUTPROCESSINGINPUT(Elements)
FEEDBACK (“Pivot”/Learning Cycle)
ITENN
ENVIRONMENT
UNIVERSAL BUSINESS SYSTEM GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SUPPLIERS/MATERIALS
Partners CompetitorsInvestor
CUSTOMERS/CONSUMERS
Government Society
RETAILERS/CHANNELS
BUSINESS
OUTPUT(Product/ Service)
PROCESSING
(PROCESSES)
INPUT(EMPLOYEES/MACHINERY)
FEEDBACK (“Pivot”/Learning Cycle)
INPUT (ELEMENT) 4 : X4
INPUT (ELEMENT) 6 : X6
INPUT (ELEMENT) 1: X1
INPUT (ELEMENT) 5 : X5
INPUT (ELEMENT) … : X…
INPUT (ELEMENT) 3 : X3
VISUAL EQUATION FORA SYSTEM
-------------------------------OUTCOME OR OUTPUT (Y)
=FUNCTION OF INPUTS (X)
INPUT (ELEMENT) 7 : X7
INPUT (ELEMENT) 2 : X2
VISUAL EQUATION FOR A SYSTEM
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN E: ENVIRONMENT
P: PROCESSES
S: SUPPLIERS/MATERIALS
R: RETAILERS/DISTRIBUTORS/ CHANNELS
O: OUTPUTS (PRODUCT/ SERVICE)
E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE
GLOBAL VALUE CHAIN:
OUTCOMES/GOALS Customer Value Proposition (Job) Business Value = Revenue/Cost Customer Value (Experience) = Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION
C: CUSTOMERS/CONSUMERS & RELATIONSHIPS
GLOBAL VALUE CHAIN
Zoomable Elements of a Value Chain or Business Model: “SEMPORCE”GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN E: ENVIRONMENT HYPOTHESES
P: PROCESS HYPOTHESES
S: SUPPLIER/MATERIAL HYPOTHESES
R: RETAILER/DISTRIBUTOR/ CHANNEL HYPOTHESES
O: OUTPUT (PRODUCT/ SERVICE) HYPOTHESES
E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE HYPOTHESES
GLOBAL VALUE CHAINHYPOTHESES:
EXPECTATIONS FOR Customer Value Proposition (Job) Business Value = Revenue/Cost Customer Value (Experience) = Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION HYPOTHESES
C: CUSTOMER/CONSUMER HYPOTHESES
GLOBAL VALUE CHAIN HYPOTHESES
Formulate, Test, and Validate Hypotheses for Elements of Value Chain or Business ModelGURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN GLOBAL VALUE CHAIN:
GOALS Customer Value Proposition (Job) Business Value = Revenue/Cost Customer Value (Experience) = Customer Delight/Customer Pain
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GOALS OF GLOBAL VALUE CHAIN
Collaboratively List and/or Sketch Goals Including Elements of Vision, Value Proposition,Business Value, and Customer Value
ITENN
S: SUPPLIERS/MATERIALS
SUPPLIERS
Collaboratively List and/or Sketch Suppliers/MaterialsGURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN E: EMPLOYEES/
KNOWLEDGE ASSETS
EMPLOYEES
Collaboratively List and/or Sketch Employees/Knowledge AssetsGURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN M: MACHINERY/
EQUIPMENT/FACILITY
MACHINERY
Collaboratively List and/or Sketch Machinery/Equipment/Facilities GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN
P: PROCESSES/STRATEGIES
PROCESSES
Collaboratively List and/or Sketch Processes/Strategies GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN O: OUTPUTS
(PRODUCTS/SERVICES)
OUTPUTS
Collaboratively List and/or Sketch Outputs (Products/Services)GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN R: RETAILERS/CHANNELS/
DISTRIBUTORS
RETAILERS
Collaboratively List and/or Sketch Retailers/Channels/DistributorsGURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN
C: CUSTOMERS/CONSUMERS
CUSTOMERS
Collaboratively List and/or Sketch Customers/Consumers GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN
E: ENVIRONMENT
ENVIRONMENT
Collaboratively List and/or Sketch Elements of Environment:Partners/Complementors/Competitors/Industries/Investors/Government/NGOs/Enemies/Society
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN E: ENVIRONMENT
• Competitors/Industry/Economy• Partners/Complementors• Investors/Board of Directors• Public/Society/Enemies/Non-customer• Government/NGOs/Environment
P: PROCESSES
• Preparing/Searching/Discovering• Purchasing/Leasing• Receiving/Delivering/Learning/Installing• Using/Sharing/Complementing• Maintaining/Storing/Managing/Disposing
S: SUPPLIERS/MATERIAL
E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE
GLOBAL VALUE CHAIN(PERFORMANCE DASHBOARD)
OUTCOMES/GOALS Customer Value Proposition (Job) Business Value = Revenue/Cost Customer Value (Experience) = Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION
C: CUSTOMERS & CONSUMERS RELATIONSHIPS Core Customers/Users/Influencers
Peripheral Customers/Users/Influ.
Remote Customers/Users/Influ.
GENERIC ELEMENTS OF GLOBAL VALUE CHAIN
Collaboratively List, Sketch, Organize, and/or Manage Metrics for Elements of Value ChainGURUS
R: RETAILERS/DISTRIBUTORS/ CHANNELS Retailers/Distributors/Channels Place/Warehousing/Location Promotion/Buzz Branding/Marketing Advertising Selling/Relationship Management
O: OUTPUTS (PRODUCT/ SERVICE) Product/Service Pricing Packaging Display Design Plan
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN E: ENVIRONMENT
Key Partners (KP)
P: PROCESSES
Key Activities (KA)
S: SUPPLIERS/MATERIALS
Key Resources (KR) – Suppliers
R: RETAILERS/DISTRIBUTORS/ CHANNELS
Channels (CH)
O: OUTPUTS (PRODUCT/ SERVICE)
Key Resources (KR) – Product/ Service
E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE
Key Resources (KR) – Employees
GLOBAL VALUE CHAINFOR “BUSINESS MODEL
CANVAS”: GOALS Customer Value Proposition (VP) Revenue Streams (R$) Cost Structure (C$)
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION
Key Resources (KR) – Machinery
C: CUSTOMERS/CONSUMERS & RELATIONSHIPS
Customer Segments (CS)
Customer Relationships (CR)
GLOBAL VALUE CHAIN FOR “BUSINESS MODEL CANVAS”
Visually Observe Similarities and Differences Between Global Value Chain & Business Model Canvas
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN E: ENVIRONMENT Key Partners (KP) Record Companies Original Equipment Manufactur- ers (OEMs)
P: PROCESSES Key Activities (KA): Hardware Design Software Design Marketing
S: SUPPLIERS/MATERIALS
Key Resources (KR) – Suppliers
R: RETAILERS/DISTRIBUTORS/ CHANNELS
Channels (CH) iTunes Store www.apple.com Apple Stores Selected Retail Stores
O: OUTPUTS (PRODUCT/ SERVICE)
Key Resources (KR) – Product/ Service iPod Hardware iTunes Software Content & Agreements
E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE
Key Resources (KR) – Employees Staff Apple Brand
APPLE INC.: iPod (2001) Customer Value Proposition (VP): “A Thousand Songs in Your Pocket” Revenue Streams (R$): iPod Hard- ware; iTunes Store; Commissions Cost Structure (C$): Employees; Manufacturing; Marketing & Sales
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION
Key Resources (KR) – Machinery
C: CUSTOMERS/CONSUMERS & RELATIONSHIPS
Customer Segments (CS) Luxury Spot; Mass Market Customer Relationships (CR) “Lovemark” Switching Costs
GLOBAL VALUE CHAIN FOR APPLE INC.: iPod
Visually Observe Similarities and Differences Between Global Value Chain & Business Model Canvas
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) OUTCOME:FUTURE(DISRUPTIVE)BUS. MODEL
BUSINESS/GLOBAL VALUE CHAIN
GIVEN BUSINESS MODEL
E:Eliminate
R: Reduce/Replace
I: Increase
C: Create
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
Staff/Apple Brand
PROCESS(Bus. Process/ Strategies)
Hardware Design/ Software Design/Marketing
OUTPUTS:PRODUCT/SERVICE
iPod Hardware/ iTunes Software/Content & Agreements
RETAILERS/DISTRIB./CHANNELS
iTunes; apple.com; Apple Stores/Others
CONSUMERS/CUSTOMERS (Experience)
Luxury Spot/Mass Market
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Record Companies/Original Equipment Manufacturers (OEMs)/…
BUSINESS MODEL PIVOT FOR APPLE INC.: iPod - 2001 Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYST
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Market Segment (Customer Problem): ‘Fragmented’ Music ExperienceMission/Vision: “… Apple leads the digital music revolution. …”
HYPOTHESES PROBLEMS/PAIN (WEAKNESS-ES/THREATS)
GOALS/Objectives/Strategies/Tactics/ Initiatives/Projects
Key Metrics/ Performance Indicators/Targets
Business Experiences (Impacts)
Description of BUSINESS/GLOBAL VALUE CHAIN
Delight(Revenue)
Pain(Cost)
S: Suppliers
E: Employees/ Knowledge Assets
Staff/Apple Brand/
Staffing Cost
M: Machinery/ Infrastructure
Hardware Design/ Software Design/Marketing
P: Processes MarketingSales
Marketing CostSales Cost
O: Outputs(Product/Service)
iPod Hardware/ iTunes Software/Content & Agreements
R: Retailers/ Distributors/Channels
iTunes; apple.com;Apple Stores/Other Retailers
C: Consumers/Customers
Luxury Spot/Mass Market
High Revenue (Hardware)
E: Environment Record Companies/Original Equipment Manufacturers (OEMs)/…
Commissions
VALUE CHAIN(“SEMPORCE”)
BUSINESS ECOSYSTEM
Customer Value Proposition:“A Thousand Songs in Your Pocket”
BUSINESS VALUE(PROFIT MARGIN)
BUSINESS MODEL PLAN FOR APPLE INC.: iPod - 2001 Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
GURUS
Mission/Vision: “… Apple leads the digital music revolution. …” Market Segment (Customer Problem): ‘Fragmented’ Music Experience
FOCUS
BUSINESS/GLOBAL VALUE CHAIN
DESCRIPTION
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL MATRIX: Template Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYST
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Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS EVOLUTION OF BUSINESS MODEL IDEAL BUSINESS MODEL
BUSINESS/GLOBAL VALUE CHAIN
DESCRIPTION/INDUSTRY
PASTBUSINESS MODEL
PRESENTBUSINESS MODEL
FUTUREBUSINESS MODEL
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL EVOLUTION Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYST
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Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS BUSINESS MODEL LIFECYCLE: Five Stages in the Life of a Business Model
BUSINESS/GLOBAL VALUE CHAIN
DESCRIPTION/INDUSTRY
BIRTH GROWTH MATURITY DECLINE DEATH
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
Early Adopters/Innovators
Early Majority Late Majority Overserved/Underserved
Switchers
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
BUSINESS MODEL LIFECYCLE Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYST
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Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS BUSINESS MODEL TRENDS IN AN ECONOMY LEARNING:Findings/ Insights/Deci-sions/Actions
BUSINESS/GLOBAL VALUE CHAIN
DESCRIPTION/INDUSTRY
PHYSICALSECTOR
SOCIALSECTOR
KNOWLEDGESECTOR
SPIRITUAL SECTOR
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
BUSINESS MODEL TRENDS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYST
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Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS STRATEGY: How must the business model get there? Where must business model go?BUSINESS/
GLOBAL VALUE CHAINWhere currently is business model?
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL PLANNING Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYST
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Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
HYPOTHESES PROBLEMS/PAIN (WEAKNESS-ES/THREATS)
GOALS/Objectives/Strategies/Tactics/ Initiatives/Projects
Key Metrics/ Performance Indicators/Targets
Business Experiences (Impacts)
Description of BUSINESS/GLOBAL VALUE CHAIN
Delight(Revenue)
Pain(Cost)
S: Suppliers
E: Employees/ Knowledge Assets
M: Machinery/ Infrastructure
P: Processes
O: Outputs(Product/Service)
R: Retailers/ Distributors/Channels
C: Consumers/Customers
E: Environment
VALUE CHAIN(“SEMPORCE”)
BUSINESS ECOSYSTEM
Customer Value Proposition (Job To Be Done): BUSINESS VALUE(PROFIT MARGIN)
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
BUSINESS MODEL PLAN
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS PROCESS: SWOT Analysis FUTURE(DISRUPTIVE/IDEAL)BUS. MODEL
BUSINESS/GLOBAL VALUE CHAIN
GIVENBUS. MODEL
S:Strengths
W:Weaknesses
O:Opportunities
T:Threats
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL SWOT ANALYSIS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYST
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Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE(DISRUPTIVE/IDEAL)BUS. MODEL
BUSINESS/GLOBAL VALUE CHAIN
GIVENBUS. MODEL
E:Eliminate
R: Reduce/Replace
I: Increase
C: Create
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL PIVOT Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYST
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Market Segment (Customer Problem/Goal): ……………………….….…
FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE(DISRUPTIVE/IDEAL)BUS. MODEL
BUSINESS/GLOBAL VALUE CHAIN
GIVENBUS. MODEL
E:Eliminate
R: Reduce
I: Increase
C: Create
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
Waste/Defects Waste/Defects/Energy
Efficiency of Logistics/Digitalization/
Partnerships/Collaborations
ELEMENTS(EMPLOYEES/MACHINERY)
Unprofitable Assets/Obsolete equip-ment/machinery/Manual/Travel
Assets/Training/Staff/Compensation/Materials/Meals/Fuel/Travel/Location
Assets/IP/Training/Productivity/IT/Knowledge/ Motivation/Security
Assets/IP/Outsourcing/Competence/Platform
PROCESS(Bus. Process/ Strategies)
Delays/Complexity/Bottlenecks/Waste/Defects/Risks/ Uncertainties
Delays/Complexity/Bottlenecks/Waste/Risks/Uncertainties/Marketing/Debt
Efficiency/Speed/Agility/Flexibility/ Reliability/Accuracy/ Customization
Digitalization/Integration/Pricing unit/KPIs
OUTPUTS(PRODUCT/SERVICE)
Dissatisfiers: Cost/Concessions/Complexity/Delays/Aging
Delighters: QualityDissatisfiers: Cost/Maintenance/Range/Choice/Complexity
Dissatisfiers: CostDelighters/Value: Convenience/Prestige/Useability/Brand
Delighters: Theme/Thrill/Fun/Music/Art/Adventure
RETAILERS/DISTRIB./CHANNELS
Distribution outlets/ Retailers
Distribution outlets/Marketing/Ad.
Distribution outlets/Marketing/Ad./Service
Website/Word-of-mouth
CONSUMERS/CUSTOMERS (Experience)
Dissatisfiers:Pain/Objections/ Complaints
Dissatisfiers:Pain/Objections/ Complaints
Delighters/Key metrics: Quality/Pro-ductivity/Profitability
Demand/Goal: Niches/Exper./Crowdsourcing
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Industry barriers/ constraints/Competition/Risks/Threats/Uncertainties
Environmental Risks/Competition/Risks/Threats/Uncertainties/Environmental degradation
Profit (Margin)/ROI/Share price/Cash flow velocity/Tracking/Entry barriers/Env. Friendliness
Partnerships/Mergers/ Competitive Intelligence/ Threshold ev./ Entry barriers
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL PIVOT: Scenarios Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYST
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Market Segment (Customer Problem/Goal): Increase or Appropriately Reduce CUSTOMER VALUE QUOTIENT
GURUS
FOCUS PROGRAM FOR TRADITIONAL (WATERFALL) PRODUCT DEVELOPMENT
BUSINESS/GLOBAL VALUE CHAIN
COMPANY VISION
CONCEPT DEVELOPMENT
PRODUCT DEVELOPMENT
ALPHA/BETATEST
LAUNCH/1st SHIPMENT
REVENUE PLAN
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
Write Business Plan
Write Marketing Requirements Document (MRD)
Hire VP Sales/Hire Bus. Dev.
Achieve Targets in Business Plan
PROCESS(Bus. Process/ Strategies)
Use Waterfall Model for Product Development
Do Quality Assurance Tests
Technical Publications
OUTPUTS:PRODUCT/SERVICE
Develop Alpha/Beta Version of Product
Test Alpha/Beta Version of Product
Launch Product/ Event
Release Version 2-n
RETAILERS/DISTRIB./CHANNELS
Select Channel/DoMarcom Materials
Hire PR Agency/Create Early Buzz
Create Demand/Build Channel
Create Demand
CONSUMERS/CUSTOMERS (Experience)
Sell
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Fabricate Revenue Plan
Fabricate Revenue Plan/Create Positioning
Do Deals for First Customer Shipment (FCS)
Branding/Do Deals for FCS
Conduct Competitive Analysis/Do Deals
Mission/Vision: …………………….………………………………………………….
TRADITIONAL PRODUCT DEVELOPMENT MODEL Known Customers & Known Product Features
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
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Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS CUSTOMER DEVELOPMENT-BUSINESS MODELExpected vs. Actual Performance
LEARNING:Findings/Insights/ Decisions/ActionsBUSINESS/
GLOBAL VALUE CHAINCOMPANY VISION
CUSTOMER DISCOVERY
CUSTOMER VALIDATION
CUSTOMER CREATION
COMPANY BUILDING
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
Minimum Product: Desirable/Viable/ Feasible
Product-Market Fit: Prototype/ Pilot/No-frills
Product-Solution Fit: Full Software/ Hardware
More Fully Featured Product
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
Innovators Early Adopters(“Earlyvangelists”)
Early Majority Late Majority/Loyal
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
CUSTOMER DEVELOPMENT-BUSINESS MODEL (CDBM) MATRIXUnknown Customers & Unknown Product Features
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
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Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITEM
FOCUS
CUSTOMER DISCOVERY DASHBOARD
STATEMENT/FORMULATION OF HYPOTHESES RESULT LEARNING:Findings/ Insights/ Decisions/ ActionsBUSINESS/
GLOBAL VALUE CHAINJOBS/GOALS/STATEMENTS/QUESTIONS/ASSUMPTIONS MEDIA/
METRICS/ CRITERIA
Expected Perform-ance
Actual Perform-ance
S: SUPPLIERS
E: EMPLOYEES/KNOWLEDGE ASSETS/IP
M: MACHINERY/EQUIP./ FACILITY/INFRASTRUCTURE
P: PROCESSES
O: OUTPUTS (PRODUCT/SERVICE)
R: RETAILERS/DISTRIB./ CHANNELS
C: CONSUMERS/ CUSTOMERS
E: ENVIRONMENT/PUBLIC/COMPETITORS/INVESTORS/PARTNERS
CUSTOMER DISCOVERY-BUSINESS MODEL Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
GURUS
BUSINESS Upstream VALUE NETWORK (SUPPLY CHAIN OR “FOOD CHAIN”) Downstream
TOFROM
S:Suppliers
E:Employees
M:Machinery
P:Processes
O:Output
R: Retailers/Wholesalers/Distr.
C:Customers
E:Environment
S: Suppliers
E: Employees/ Knowledge Assets
M: Machinery/ Facility/Infra’
P: Processes
O: Outputs(Product/Service)
R: Retailers/ Distributors/Channels
C: Consumers/Customers
E: Environment
VALUE NETWORK(“SEMPORCE”)
Customer Value Proposition (Job To Be Done):
VALUE NETWORK-BUSINESS MODEL
Collaboratively Design Oh My God-Visijon, Strategies, Products, Services, and Business Models
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
PUBLISHER Upstream VALUE NETWORK (SUPPLY CHAIN OR “FOOD CHAIN”) Downstream
TOFROM
S:Suppliers
E:Employees
M:Machinery
P:Processes
O:Output
R: Retailers/Wholesalers/Distr.
C:Customers
E:Environment
S: Suppliers
E: Employees/ Knowledge Assets
M: Machinery/ Facility/Infra’
P: Processes Print books Stock/pack booksDet. allocations
O: Outputs(Product/Service)
Books Book inventory; Merchandise titles
R: Retailers/ Distributors/Channels
Establish identity
Ship books; Deliver orders; Dispose of returns
C: Consumers/Customers
Create demand
Articulate value Buy books
E: Environment
VALUE NETWORK(“SEMPORCE”)
Customer Value Proposition (Job To Be Done):
VALUE NETWORK-BUSINESS MODEL: Traditional Book Publisher
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
PROBLEM UNIVERSE
GOAL UNIVERSE
EXECUTION UNIVERSE
LIFESPACE RESOURCES (Internal/External)
WISDOMSOURCING CANVAS A Zoomable Jigsaw Puzzle for Collaboratively Solving Problems and Presenting Solutions
Date: ……………………..……
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CUSTOMER DEVELOPMENT FOR SCALABLE STARTUPSCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Theme: ………………………………………………………………………………………… Date: …………………..…..
CUSTOMER DEVELOPMENT FOR SCALABLE STARTUPS
GENERIC ACTIVITIES FOR CORE & PERIPHERAL INDUSTRIES CUSTOMER DISCOVERY
CUSTOMER VALIDA-TION
CUSTOMER CREATION
COM-PANY BUILD-ING
WISDOMSOURCING CANVAS
COLLABORATIVE PROBLEM SOLVING TASKS FORPROCESS/INDUSTRY/BUSINESS MODEL/PRODUCT
PROBLEM UNIVERSE:
GLOBAL PROBLEM MAPPING
Collect/Define/Measure/Verify Problems, Pains, andTrade-offs in System for Customer Segments/Personas
Organize/Group/Analyze Problems, Pains, and Trade-offs
Prioritize/Verify Big Urgent Market Pain (BUMP)
GOAL UNIVERSE:
GLOBAL GOAL & STRATEGY
MAPPING
Collect/Generate/Verify OMG-Goals, Objectives, Strategies, Tactics, Targets & Processes for Eliminating BUMP
Organize/Group/Generate a Hierarchy of OMG-Goals, Objectives, Strategies, Tactics, Targets & Processes
Prioritize/Verify OMG-Goals, Objectives, Strategies, Tactics, Targets & Processes and Synthesize into a Plan/Prototype
EXECUTION UNIVERSE:
GLOBAL STRATEGY EXECUTION
Implement, Control, and Validate Plan/Prototype Reflecting OMG-Goals, Objectives, Strategies, Tactics, Targets & ProcessesPrepare Project Charter and Form Project Team with Diverse Members (Customers and Non-customers)
Mission/Vision: …………………….………………………………………………….
GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CORE VALUES (Incentives/Penalties)
STAKEHOLDER IMPACTS [Profit (Margin); Revenue /Cost ;
Unit Price; Volume; Speed; Trade-off]
GOALS, OBJECTIVES, STRATEGIES & TACTICS
(PLAN)
CUSTOMER PROBLEM(BIG URGENT MARKET PROBLEM:
BUMP)
RESOURCES (GLOBAL VALUE CHAIN)
S: Suppliers E: Employees (Core Competencies) M: Machinery/Equipment/Facility P: Processes O: Output (Product/Service) R: Retailers/Distributors/Channels C: Consumer/Customer Segments E: Environment: Competitors, etc.
COMPANY BLUEPRINT (Version X)
MISSION/VISION
CUSTOMER VALUE PROPOSITION
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
KeyOMG-Experience:
Undesirable Experience:
CUSTOMER EXPERIENCE MAP: Template Collaboratively Collect, Organize, Prioritize, and ManageVision, Strategies, Products, Services, and Business Models
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/New Market)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
KeyOMG-Experience:
Undesirable Experience:
GURUS
Sweet SpotBlue Ocean(“Practical Impossibility”)
Luxury Spot
Disruption Spot VolcanoOasis
Green Ocean Red OceanNo Man’s Island
CUSTOMER EXPERIENCE MAP: Descriptions Collaboratively Collect, Organize, Prioritize, and ManageVision, Strategies, Products, Services, and Business Models
3
10
6
3
6
10
Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/New Market)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
Big Urgent Market Pain
(BUMP)
BUMP MAPCollaboratively Discover or Identify Big Urgent Market Pain (BUMP)
Urgency(Need/Importance)of Solution
Size or Pervasiveness of Pain(Number of ‘Victims’ orCustomers & Non-customers)
GURUS
List of Stakeholders
Market Segment (Customer Problem/Goal): ………………………………………………………
Little Urgent Market Pain
(LUMP)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHT 2
Emotional Delight(Branding/Differentiation; Customization)
Intellectual Pain(Complexity; Cost Inaccessibility;Processing Time)
(+): DELIGHT 1
Physical Delight(Functionality; Quality; Performance)
FutureMarketSpace
Existing MarketSpaceKey
OMG-Experience:
Undesirable Experience:
GURUS
Market (Customer Problem/Goal): ……………………………………………
Customer Value Cube Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN 2
(+): DELIGHT 2
Value(Quality; Differentiation)
Waste(Cost; Time; Defect)
Lean Startup
(-): DELIGHT 1
Performance(Functionality)
FutureMarketSpace
Existing MarketSpaceKey
OMG-Experience:
Undesirable Experience:
GURUS
Market (Customer Problem/Goal): Lean Customer Development
LEAN STARTUP Cube Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
E: ENVIRONMENT
• Competitors/Econ./Complementors• Partners: Distribution Channels• Investors• Public/Society/Enemies• Government/NGOs/Environment
GLOBAL VALUE CHAIN FOR BLUE OCEAN
Customer Value Proposition::
[REVENUE/COST]
P: PROCESS CHAIN/GOALS
Ambidextrous Business Model Experimentation: Fast and Low-cost Failures; Big (Disruptive) Wins Unique Technology (IP); Agile Process Mass Customization; Just-in-Time
R: RETAILERS/DISTRIBUTORS/ CHANNELS/INTERFACE Online Business/Store Offline: Superstores; Franchises Real-time Transaction of Orders Integrated Channel Management
E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE Highly Productive and Creative Discovery-driven Learning Customer Development/Lean Startup Fast Decisions Ambidextrous Org.: De-/Centralized
C: CONSUMERS/CUSTOMERS
Long-tail (80/20) Consumers/ Customers Short-head (20/80) Consumers/ Customers; Online Support
O: OUTPUTS/PRODUCT/SERVICE
High Quality; Feature-differentiated High Differentiation; Recognizable Brand; Unique Design Low Price or Free; Widely Accessible Self-service
S: SUPPLIERS/MATERIALS
Real-time Integrated Scheduling/ Shipping/Warehouse Management External Co-creators Cheaper Supplies: Raw Materials
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION Informal Ambience/Atmosphere Advanced Technology Platform: Automation Massive/Scalable Infrastructure Modular Architecture: Interoperable
KEY
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow)
Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow)
GURUSBLUE OCEAN-BUSINESS MODEL
Collaboratively Expand Market and Become Uncontested Leader in Emerging Fast-growing Industry
E: ENVIRONMENT
• Competitors/Econ./Complementors• Partners: Distribution Channels• Investors• Public/Society/Enemies• Government/NGOs/Environment
GLOBAL VALUE CHAIN FOR DISRUPTION SPOT
Customer Value Proposition::
[REVENUE/COST]
P: PROCESS CHAIN/GOALS
Standardization; Modularization Process Improvement & Waste Min. Optimization/Outsourcing/Innovation Customer Development; Lean Startup Process Improvement & Waste Red.
R: RETAILERS/DISTRIBUTORS/ PROMOTION CHANNELS
Online Business/Store Offline: Superstores/Franchises: Low Cost, High Volume-Products/ Services
E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE Centralized Organization Productivity and Process-focused Lower Paid Employees Vertical Teams/Structured Jobs “Cultivation/Control” Culture
C: CONSUMERS/CUSTOMERS
Mass Market: Overserved/Unserved Early/Fast Adopters; Pragmatists ‘Good Enough’ or Minimum Customer Service
O: OUTPUTS/PRODUCT/SERVICE
Simple-to-use Product/Service ‘Good Enough’ Functionality/Quality Low/Discounted Price Widely Available; Fast-moving
S: SUPPLIERS/MATERIALS
Low-price and Quality-Compliant Suppliers Contracted/Outsourced Suppliers
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION Cost-reduction Platform High Quality/Scalable IT Architecture Optimized Plant Capacity/Infra’ High Asset Utilization Low Rent/Suburban Location
KEY
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow)
Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow)
GURUSDISRUPTION SPOT-BUSINESS MODEL
Collaboratively Expand Market and Become Uncontested Leader in Emerging Fast-growing Industry
E: ENVIRONMENT
• Competitors/Industry/Economy• Partners/Complementors• Investors: Large Capital Investment• Public/Society/Enemies• Government/NGOs/Environment
GLOBAL VALUE CHAIN FOR LUXURY SPOT
Customer Value Proposition:
[REVENUE/COST]
P: PROCESS CHAIN/GOALS
Customer Experience-Driven/Inno. Customer Relationship Management Outstanding Marketing/Branding Excellent R & D/Product Engineering Selective Customization
R: RETAILERS/DISTRIBUTORS/ PROMOTION CHANNELS Few Stores: High Cost, Low Volume- Products/Services Exclusive Access
E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE Decentralized Organization High Level of Employee Creativity Design/Solutions-Competence Intimate Knowledge of the Consumer Organic/“Collaboration” Culture
C: CONSUMERS/CUSTOMERS
Personalized Interaction/Experience: High Touch, High Feel; Co-creation Customer Experience Segmentation Superior Customer Support High end Customers: Conservative
O: OUTPUTS/PRODUCT/SERVICE
Rare Product/Service; Premium Price High Performance; High Quality Highly Recognized Brand; Extension Feature-rich; High Profit Margin Prestigious; Cool Factor; Social Aura
S: SUPPLIERS/MATERIALS
Novel/Unique Materials
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION
Highly Innovative/Disruptive Technology Luxury Ambience High Rent; Premium/Urban Location
KEY
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow)
Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow)
GURUSLUXURY SPOT-BUSINESS MODEL
Collaboratively Expand Market and Become Uncontested Leader in Existing Fast-growing Industry
ANATOMY OF CUSTOMER EXPERIENCEDelight & Pain
CUSTOMER EXPERIENCE
(VALUE = Delight/Pain)
CUSTOMERDELIGHT
(Goal)
* Functionality* Quality* Branding* Customization
CUSTOMERPAIN
(Constraints)
* Cost (Price)* Inaccessibility* Complexity* Process Time/Delay
GURUS
+ -
CUSTOMIZATION
INACCESSIBILITY
FUNCTIONALITY
COST (PRICE)/SIZE
PROCESS TIME
BRANDING
POSITIONING/FEATURES OF PRODUCT/SERVICE
(Hypotheses vs. Facts): CUSTOMER PREFERENCES
vs. BUSINESS PREFERENCES
COMPLEXITY
QUALITY
POSITIONING/FEATURES MAP: Template
Collaboratively Design Oh My God-Strategies, Products, Services, and Business Models
GURUS
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Selection Criteria:Needs & Barriers COMPETITORS
Function/Content/Perf./Knowledge
Quality/ Reliability/Accuracy/Efficiency
Brand/Emotion/Style/Aura/Prestige
Customization/ Personalization/Interactivity/Entertainment
Cost (Price)
Inaccessibility/Unavailability/ Inflexibility/Friction/Scale
Complexity/ Difficulty/Support/Range/Risk
Process Time/Delay/Age
WEIGHT (IMPORTANCE)
Given Business/ Product:
CORE COMPETITORS(Core Industry)
PERIPHERAL COMPETITORS(Peripheral Ind.)
REMOTECOMPETITORS(Remote Ind.)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Mission/Vision: …………………….………………………………………………….
GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
CUSTOMER EXPERIENCE OF COMPETITORS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Selection Criteria:Needs & Barriers CURVES
Function/Content/Perf./Knowledge
Quality/ Reliability/Accuracy/Efficiency
Brand/Emotion/Style/Aura/Prestige
Customization/ Personalization/Interactivity/Entertainment
Cost (Price)
Inaccessibility/Unavailability/ Inflexibility/Friction/Scale
Complexity/ Difficulty/Support/Range/Risk
Process Time/Delay/Age
WEIGHT (IMPORTANCE)
Given Business/ Product:
CUSTOMER EXPERIENCECURVES
10
8
6
4
2
0
Mission/Vision: …………………….………………………………………………….
Key -> 1: Low level; 10: Extraordinary level of experience Customer Value Quotient (CVQ) = Weighted Delight/Weighted Pain
CUSTOMER EXPERIENCE CURVES Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business ModelsGURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Mission/Vision: …………………….………………………………………………….
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Selection Criteria:Needs & Barriers TACTICS
Function/Content/Perf./ Knowledge
Quality/ Reliability/Accuracy/Efficiency
Brand/Emotion/Style/Aura/Prestige
Customization/ Personalization/Interactivity/Fun/Entertain.
Cost (Price/Weight/ Material)
Inaccessibility/Unavailability/ Inflexibility/Friction/Scale
Complexity/ Difficulty/Support/RiskRange/Shape
Process Time/Delay/Age
WEIGHT (IMPORTANCE)
Av. Competitor:
Chief Competitor:
Given Business/ Product:
E: Eliminate
R: Reduce
I: Increase
C: Create
CUSTOMER EXPERIENCE TACTICS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business ModelsGURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
4 VALUE INNOVATION SUPERHEROES
(ARCHETYPAL THINKING ROLES)FOR
TARGETED OBJECTS/RESOURCES: System, Elements, Attributes, Processes& Supersystem/Industry/Environment
4 VALUE INNOVATION SUPERHEROESFOR THE BLUE OCEAN STARTUP
E: ELIMINATOR
Has the Power to Remove totally Skip Discard Destroy Introduce Zero/Void/Vacuum
Has all tools and gadgets for ELIMINATING objects
R: REDUCER
Has the Power to Remove partially; Streamline Trim; Prune; Downsize; Make Lean Minify; Miniaturize Separate; Standardize; Replace Divide; Segment
Has all tools and gadgets for REDUCING objects
C: CREATOR:
Has the Power to Make (a)symmetrical/opposite Reverses Combine; Integrate Replace; Universalize Create Fields/Forces/Feedback Substitute; Transform; Restructure Use Another Dimension Hybridize/Bisociate
Has all tools and gadgets for CREATING objects
I: INCREASER
Has the Power to Add; Multiply; Magnify; Mutate Merge; Nest Introduce Interface; Cushion; Stretch; Extend Diversify Use Additional Components
Has all tools and gadgets for INCREASING objects
ITENN1998
Creation of Winamp, the first MP3 playback software for Windows
1989
Patenting of MP3 Format (Germany)
1996
Granting of US Patent for MP3 to German Inventors
EVOLUTION OFMP3 TECHNOLOGY
1997
Invention of AMP, the first MP3 playback program
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
EVOLUTION OF MP3 TECHNOLOGY
ITENN2001
Nike’s PSA Play120 (for customers who workout; has armband) Apple iPod (5GB; seamless inte- gration with iTunes music library for use on Mac computers)
2002
Apple iPod (20GB; Windows compatibility; iTunes Music Store)
1998
Eiger Labs releases MP3 player: - MPMan F10 (Flash drive capacity of 32MB) - Diamond Rio PMP300 (32MB Capacity)
2006
Mainstream popularity of Music- phones
2007
Apple iPhone (Multi-touch screen; etc.)
Apple iPod Touch Phone (Multi- touch screen; etc.)
1999
Release of Sensory Science Rave MP 2100 (64MB; voice recorder; FM tuner) Creative Labs’ Nomad (docking) PJB-100 (Internal hard disk: 4.8GB)
EVOLUTION OFTHE DIGITAL MUSIC PLAYER
2000
I2Go eGo (Micro-drive: 2GB; pocket size; high price) Creative Labs’ Nomad Jukebox (6GB; clunky; high quality sound)
2005
Apple iPod (60GB; color screen)
Emerging popularity of music – telephones: Motorola; Samsung; LG; Nokia; Sony Ericksson
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
EVOLUTION OF THE DIGITAL MUSIC PLAYER
CUSTOMIZATION
Peripherals
INACCESSIBILITY
No Wireless Connectivity Dock Connector Stereo Minijack
FUNCTIONALITY
Digital Media Player 4 GB (1,000 Songs) 8 GB (2,000 Songs) 2” Screen; Earphones Video Support; Photo Support
COST (PRICE)/SIZE
$149 for 4 GB (49.2g): 2.75 x 2.06 x 0.26 in
PROCESS TIME
Battery Life: - Music Playback: 24 hrs - Video Playback: 5 hrs
Charge Time: 3 hrs
BRANDING
Apple Brand
POSITIONING/FEATURES FOR IPOD NANO
(Hypotheses vs. Facts): CUSTOMER PREFERENCES
vs. BUSINESS PREFERENCES
COMPLEXITY
Ease of Use/Navigation: High
QUALITY
Consumer Rating:
POSITIONING/FEATURES MAP FOR APPLE’S IPOD NANO
Collaboratively Design Oh My God-Strategies, Products, Services, and Business Models
GURUS
CUSTOMIZATION
Peripherals
INACCESSIBILITY
No Wireless Connectivity Dock Connector Stereo Minijack
FUNCTIONALITY
Digital Music Player 1 GB (240 Songs) No Display or Screen
COST (PRICE)/SIZE
$149 for 4 GB (49.2g): 2.75 x 2.06 x 0.26 in
PROCESS TIME
Battery Life: - Music Playback: 12 hrs
Charge Time: 4 hrs
BRANDING
Apple Brand
POSITIONING/FEATURES FOR IPOD SHUFFLE
(Hypotheses vs. Facts): CUSTOMER PREFERENCES
vs. BUSINESS PREFERENCES
COMPLEXITY
Ease of Use/Navigation: Moderate
QUALITY
Consumer Rating:
POSITIONING/FEATURES MAP FOR APPLE’S IPOD SHUFFLE
Collaboratively Design Oh My God-Strategies, Products, Services, and Business Models
GURUS
CUSTOMIZATION
Peripherals
INACCESSIBILITY
No Wireless Connectivity Dock Connector Stereo Minijack
FUNCTIONALITY
Digital Media Player 80 GB (20,000 Songs) 160 GB (40,000 Songs) 2.5” Screen; Earphones Video Support; Photo Support
COST (PRICE)/SIZE
$249 for 80GB (140g): 4.1 x 2.4 x 0.41 in
$349 for 160GB (162g) 4.1 x 2.4 x 0.53 in
PROCESS TIME
Battery Life: - Music Playback: 40 hrs - Video Playback: 7 hrs
Charge Time: 4 hrs
BRANDING
Apple Brand
POSITIONING/FEATURES FOR IPOD CLASSIC
(Hypotheses vs. Facts): CUSTOMER PREFERENCES
vs. BUSINESS PREFERENCES
COMPLEXITY
Ease of Use/Navigation: High
QUALITY
Consumer Rating:
POSITIONING/FEATURES MAP FOR APPLE’S IPOD CLASSIC
Collaboratively Design Oh My God-Strategies, Products, Services, and Business Models
GURUS
CUSTOMIZATION
Peripherals
INACCESSIBILITY
Wi-Fi Connectivity Dock Connector Stereo Minijack
FUNCTIONALITY
Digital Media Player 8 GB (1,750 Songs); 16 GB (3,500 Songs) 3.5” Multi-touch; Earphones Video Support; Photo Support
COST (PRICE)/SIZE
$299 for 8GB (120g): 4.3 x 2.4 x 0.31 in
$399 for 16GB (120g) 4.3 x 2.4 x 0.31 in
PROCESS TIME
Battery Life: - Music Playback: 22 hrs - Video Playback: 5 hrs
Charge Time: 3 hrs
BRANDING
Apple Brand
POSITIONING/FEATURES FOR IPOD TOUCH
(Hypotheses vs. Facts): CUSTOMER PREFERENCES
vs. BUSINESS PREFERENCES
COMPLEXITY
Ease of Use/Navigation: High
QUALITY
Consumer Rating:
POSITIONING/FEATURES MAP FOR APPLE’S IPOD TOUCH
Collaboratively Design Oh My God-Strategies, Products, Services, and Business Models
GURUS
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES: Hypotheses vs. Reality
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Decision Criteria:Needs & Barriers COMPETITORS
Function/Content/Perf/Knowledge
Quality/ Reliability/Accuracy/Efficiency
Brand/Emotion/Style/Aura/Prestige
Customization/ Personalization/Interactivity/Fun/Entertain.
Cost (Price)
Inaccessibility/Unavailability/ Inflexibility/Friction/Scale
Complexity/ Difficulty/Support/Range/Risk
Process Time/Delay/Age
IMPORTANCE
Given Product:iPod Nano
Hold 1,000 songs (4 GB)
Watch Photos/Video
High quality Apple Brand Color
Capacity Choice
$149 Pocketable
No Wireless Connection
Simple to use
Store-Service Support
24hr Music Playback
CORECOMPETI-TORS:iPod Shuffle
Hold 240 songs (1 GB)
High quality Apple Brand Color
Capacity Choice
$79 Ultra-pocketable
No Wireless Connection
Simple to use
Store-Service Support
12hr Music Playback
PERIPHERALCOMPETITORSiPod Classic
Hold 20,000 songs (80 GB)
Watch Photos/Video
High quality Apple Brand Color
Capacity Choice
$249 Pocketable
No Wireless Connection
Simple to use
Store-Service Support
40hr Music Playback
REMOTECOMPETI-TORS:iPod Touch
Hold 1,750 songs (8 GB);Watch Video/ Photos; Multi-touch Screen
High quality Apple Brand Color
Capacity Choice
Multi-touch Screen
$299 Pocketable
Wi-Fi Connection
Simple to use
Store-Service Support
22hr Music Playback
CUSTOMER EXPERIENCE OF COMPETITORS FOR APPLE’S IPOD NANOGURUS
Market Segment (Customer Problem/Goal): Listen to Music/View Photos/Watch Videos/Manage Personal Info’
Mission/Vision: “… Apple leads the digital music revolution. …”
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES: Hypotheses vs. Reality
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Decision Criteria:Needs & Barriers CURVES
Function/Content/Perf./ Knowledge
Quality/ Reliability/Accuracy/Efficiency
Brand/Emotion/Style/Aura/Prestige
Customization/ Personalization/Interactivity/Fun/Entertain.
Cost (Price)
Inaccessibility/Unavailability/ Inflexibility/Friction/Scale
Complexity/ Difficulty/Support/Range/Risk
Process Time/Delay/Age
WEIGHT (IMPORTANCE)
Given Product:iPod Nano
Hold 1,000 songs (4 GB)
High quality Apple Brand Color/Capacity Choice
$149 Pocketable/No Wireless
Simple to use/Store-Service
24hr Music Playback
CUSTOMER EXPERIENCECURVES
10
8
6
4
2
0
CUSTOMER EXPERIENCE CURVES FOR APPLE’S IPOD NANO How to Zoom In and Out of BUMPs in Core & Peripheral Industries?
KEY -> 1: Low level; 10: Extraordinary level of customer experience
iPod Nano “iPod Shuffle “iPod Classic
GURUS
Market Segment (Customer Problem/Goal): Listen to Music/View Photos/Watch Videos/Manage Personal Info’
Mission/Vision: “… Apple leads the digital music revolution. …”
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES: Hypotheses vs. Reality
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Decision Criteria:Needs & Barriers TACTICS
Function/Content/Perf./ Knowledge
Quality/ Reliability/Accuracy/Efficiency
Brand/Emotion/Style/AuraPrestige
Customization/ Personalization/Interactivity/Fun/Entertain.
Cost (Price)
Inaccessibility/Unavailability/ Inflexibility/Friction/Scale
Complexity/ Difficulty/Support/Range/Risk
Process Time/Delay/Age
WEIGHT (IMPORTANCE)
Given Product:iPod Nano
6 8 8.5 2 7 6 3 8
Core Compet.iPod Shuffle
5 8 8.5 2 4 6 2 5
Peripheral Compet.iPod Classic
8.5 8.5 8.5 6 9 6 4 9
E: Eliminate
R: Reduce
I: Increase Screen SizeStorage
Quality of Sound
FunEntertainment
Price ThicknessWeight
C: Create Multi-touch Screen
Digital Media Hub
Wi-Fi Multi-touchNavigation
CUSTOMER EXPERIENCE TACTICS FOR APPLE’S IPOD NANO Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
GURUS
Market Segment (Customer Problem/Goal): Listen to Music/View Photos/Watch Videos/Manage Personal Info’
Mission/Vision: “… Apple leads the digital music revolution. …”
FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) OUTCOME:FUTURE(DISRUPTIVE)BUS. MODEL
BUSINESS/GLOBAL VALUE CHAIN
GIVEN BUSINESS MODEL
E:Eliminate
R: Reduce/Replace
I: Increase
C: Create
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
Staff/Apple Brand
PROCESS(Bus. Process/ Strategies)
Hardware Design/ Software Design/Marketing
OUTPUTS:PRODUCT/SERVICE
iPod Hardware/ iTunes Software/Content & Agreements
Screen Size; Storage;Fun; Entertainment;Thickness; Weight;Price
Multi-touch screen; Digital Media Hub;Wi-Fi
RETAILERS/DISTRIB./CHANNELS
iTunes; apple.com; Apple Stores/Others
CONSUMERS/CUSTOMERS (Experience)
Mass Market
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Record Companies/Original Equipment Manufacturers (OEMs)/…
BUSINESS MODEL PIVOT FOR APPLE INC.: iPod - 2001 Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYST
EM
(IND
UST
RY/B
USI
NES
S)GURUS
Market Segment (Customer Problem): Commoditized ProductsMission/Vision: “… Apple leads the digital music revolution. …”
ITENN4 PART-WISDOMSOURCING MAP 5 PART-WISDOMSOURCING MAP
1 PART-WISDOMSOURCING MAP
CLASSIC VERTICAL MAP PAIN-DELIGHT MAP
2 PART-WISDOMSOURCING MAP
WISDOMSOURCING MAPS:
Family of Wisdomsourcing Maps (Zoomable Idea Organizers) for Facilitating Collaboration, Ideas
Management, Creativity, and Customer Problem Solving
3 PART-WISDOMSOURCING MAP
CLASSIC HORIZONTAL MAP
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
WISDOMSOURCING MAPS FOR THE BLUE OCEAN STARTUP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
HorizontalWisdomsourcing Map
VerticalWisdomsourcing Map
Pain-DelightWisdomsourcing Map
Classic Family of Wisdomsourcing Maps: Parent and 8 Children
Parent (Child: Mini-Wisdomsourcing Map)
Collect Ideas:Flexibly & Efficiently List/Brainstorm/
Document/Storyboard Ideas in Cluster
Organize Ideas:Outline/Deconstruct; Classify/Collate/
Analyze/Synthesize Ideas in Cluster
Prioritize Ideas:Rate/Rank/Sort/Classify/Compare/
“Analogize”/“Bisociate” Ideas in Cluster
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CLASSIC WISDOMSOURCING MAPS Family of Fractal Idea Organizers for Collaborative Creativity, Problem-solving, Decision-making, and Learning
THE INFINITE WISDOMSOURCING MAP
Collaboratively and Fractally Organize All Information in the Universe: Past, Present, and Future
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Level 0
Mini-Wisdomsourcing Map(Building Block, Atom, Seed, or Screen)
Super Wisdomsourcing Map: 3x3 Classic Wisdomsourcing Map
Level 1
Level 2
Zooming Out of Space
(Time)
Zooming In Space
(Time)
Classic Wisdomsourcing Map: 3x3 Mini-Wisdomsourcing Map
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CLASSIC HORIZONTAL MAP
Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
ITENN
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CLASSIC VERTICAL MAP
Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
ITENN
1.1 STATE YOUR HYPOTHESIS 1.2 TEST “PROBLEM” HYPOTHESIS
1.0 CUSTOMER DISCOVERY
1.3 TEST “PRODUCT” HYPOTHESIS
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Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
1.0 CUSTOMER DISCOVERY MAP: Example
Theme/Topic: CUSTOMER DEVELOPMENT METHODOLOGY
ITENN1.14 DEMAND CREATION HYPOTHESIS
1.15 MARKET TYPE HYPOTHESIS
1.11 PRODUCT HYPOTHESIS 1.12 CUSTOMER & PROBLEM HYPOTHESIS
1.1 STATE YOUR HYPOTHESIS
1.13 DISTRIBUTION & PRICING HYPOTHESIS
1.16 COMPETITIVE HYPOTHESIS
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Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
1.1 STATE-YOUR-HYPOTHESIS MAP
Theme/Topic: CUSTOMER DEVELOPMENT METHODOLOGY/CUSTOMER DISCOVERY
ITENN1.114 Benefit List: What do the features let a customer do?
1.116 Will these benefits be accept- ed as such or do they need explanation?
1.111 What problem are you solving?
1.117 What Intellectual Property (IP) of ours will be unique?
1.118 What is the total cost of ownership of your product?1.119 Dependency Analysis: Are you dependent on … to happen before your product can sell in volume?
1.112 One Page Product List: What are the technical attributes of the Product?
1.11 PRODUCT HYPOTHESIS
1.113 Will these features be well understood or do they require explanation?
1.116 What is the initial delivery schedule?
When will all of these features be available?
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Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
1.11 PRODUCT-HYPOTHESIS MAP
Theme/Topic: CUSTOMER DEVELOPMENT METHODOLOGY/CUSTOMER DISCOVERY
ITENN
1.21 FRIENDLY FIRST CONTACTS 1.22 “PROBLEM” PRESENTATION
1.2 TEST “PROBLEM” HYPOTHESIS
1.23 CUSTOMER UNDERSTANDING
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
1.2 TEST-“PROBLEM”-HYPOTHESIS MAP
Theme/Topic: CUSTOMER DEVELOPMENT METHODOLOGY/CUSTOMER DISCOVERY
ITENN1.34 SECOND REALITY CHECK 1.35 1st ADVISORY BOARD
1.31 FIRST REALITY CHECK
1.37 VERIFY THE PRODUCT MORE …
1.38 VERIFY THE BUSINESS MODEL
1.39 ITERATE OR EXIT
1.32 “PRODUCT” PRESENTATION
1.3 TEST “PRODUCT” HYPOTHESIS
1.33 YET MORE CUSTOMER VISITS
1.36 VERIFY THE PROBLEM
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Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
1.3 TEST-“PRODUCT”-HYPOTHESIS MAP
Theme/Topic: CUSTOMER DEVELOPMENT METHODOLOGY/CUSTOMER DISCOVERY
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
KeyOMG-Experience:
Undesirable Experience:
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/New Market)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CLASSIC PAIN-DELIGHT MAP
Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
ABOUT THE INVENTOR/AUTHOR
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Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Inventor of over 40 Tools for The Wisdomsourcing Trilogy – Facilitating work in the areas of Business Model Development Business and Strategic Planning Product & Service Innovation Performance Management
Inventor of “The Fractal Grid”This technology, which has US andInternational patent-pending, can beused for visually organizing and Prioritizing massive amounts of information such as in search engines, social networks, andother communities on the Internet
Visual Problem Solver Speaker & Consultant on
Business Model Development Inventor of The Wisdomsourcing
Trilogy, a Customer Problem Solv-ing Suite for Collaboratively Designing Oh My God-Strategies, Products, and Business Models
Founder of the WisdomsourcingGroup, an online Global Think Tankfor collaboratively improvingcustomer experiences and resolvingtough dilemmasOrganizer & Coordinator of Wisdom-sourcing survey involving over 200 professionals from over 30 countries
CONTACT
Dr. Rod King: California, USACell: (559) 248-6230
[email protected]://twitter.com/RodKuhnKing
B. Eng. (Hons) in Civil Eng. Master of Infrastructure Planning Ph.D. in Regional Dev. Planning Postgraduate Certificate in
Advanced Academic Studies Over 20 years of experience in
creative problem solving formulti-disciplinary projects
Dr. Rod KingVisual Problem Solver,
Inventor & Magician Inventor of first software that
wholly invents magic tricks Inventor of several magic tricks Author of “Trickanalyzing the
Close-up Magic of David Copperfield” & several articles
Winner of several championships in chess and table-tennis
Founder and former CEO of Galaxy IT, Inc., a venture-financed visual search engine business
Major contributor on creativity to the multi-author book, “Research Methods for Postgraduates”
Former Lecturer
BIOGRAPHICAL SKETCH Background Information on Dr. Rod King, Creator of Business Model Development (BMD)
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
• Rod King (2009)• Global Collaboration• Visual Problem Solving• Practical Impossibility Thinking• Wisdomsourcing Maps• Wisdomsourcing Canvas• Customer Experience Map (Pain-Delight Evaluation of Trade-off)• Wisdomsourcing Deck• Manifesto for Wisdomsourcing Game
• Alex Osborne (1953)• Rules for Brainstorming – No criticism during idea generation• ‘Blue Sky’ Thinking and Ideas
• Jeff Howe (2006)• Crowdsourced Goods and Information Products• Off-site Tools for Strategic Analysis and ProblemSolving
• ‘Ad hoc’ Group• Unlimited Number of Volunteers• Peer Production; Documentation• Open Innovation and Value Chain• Prosumers: Consumers who participate like employees/producer in a business• Competitions; Contests; Prizes• Recognition; Reputation
• Organic Process• Online Collaboration• Collaborative Idea Generation• 1D-Evaluation; Voting
• Myriad Generated Ideas
• Offline• 1 Physical Location• Formal Group
WISDOMSOURCING3.
CROWDSOURCING 2.
1.BRAINSTORMING
EVOLUTION OF WISDOMSOURCINGGURUS