the business model yacht for problem-based strategists: save time and money while using a...
DESCRIPTION
The Business Model Yacht is a One-Size-Fits-All (OSFA) tool for problem finding, modeling, and solving in any domain. The Business Model Yacht, which can be used by Strategists, Innovators, and Planners, saves time and money when dealing with "wicked" (ill-structured/open/chaotic) problems as well as "tame" (well structured/closed/simple) problems. http://goo.gl/yjf2QBTRANSCRIPT
Every Great Idea Sails Through a Lifecycle of 5 Stages
#BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
1. CONCEPT
(PROBLEM/IDEA)
2. PRETOTYPE
3. PROTOTYPE
4. PILOT
5. FULL SCALE
Every Great Idea Sails Through a Lifecycle of 5 Stages
#BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
1. CONCEPT
(PROBLEM/IDEA)
2. PRETOTYPE
3. PROTOTYPE
4. PILOT
5. FULL SCALE
RED OCEAN
(ExisYng) COMPETITORS
Every Great Idea Sails Through a Lifecycle of 5 Stages
#BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
1. CONCEPT
(PROBLEM/IDEA)
2. PRETOTYPE
3. PROTOTYPE
4. PILOT
5. FULL SCALE
A Business Model Yacht Is
A Universal Project Management Tool That Shows
A Chain of Elements That an OrganizaYon Uses
To Create, Deliver, and Share Value
The Business Model Yacht Can Be Regarded As a
Means, Vehicle, Tool, or HolisCc System for IteraCvely Pursuing Any Mission, Vision,
Goal, ObjecYve, Strategy, and/or Target Especially Under CondiYons of
Great Uncertainty
The Working Space of a Business Model Yacht Is
Divided Into 3 SecCons and Focuses on 3 Adventure Ques9ons:
* Problem Space (“Red Ocean” QuesYon): Where currently are we?
* Method Space (“Vehicle”; Strategy QuesYon):
How must we get (are we geAng) there?
* SoluYon Space (“Blue Ocean” QuesYon): Where must we go?
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
RED OCE
AN BLU
E OCEAN
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Where currently are we? Where must we
go?
How must we get there?
Method (Strategy)
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
#BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Where currently are we? Where must we
go?
How must we get there?
Problem Pain: (Un)Known
Method (Strategy)
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Where currently are we? Where must we
go?
Problem Pain: (Un)Known
Method (Strategy)
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Where currently are we? Where must we
go?
Problem Pain: (Un)Known
Method (Strategy)
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
System Structure
Performance Structure
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Where currently are we? Where must we
go?
Problem Pain: (Un)Known
Method (Strategy)
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
System Structure
Performance Structure
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Method (Strategy)
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
A: Aspira9ons
Method (Strategy)
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Value
Method (Strategy)
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
BENEFIT-‐COST (RATIO)
COST (STRUCTURE)
BENEFIT (STREAMS)
VALUE
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
PROFIT (MARGIN)
COST (STRUCTURE)
REVENUE (STREAMS)
VALUE
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
VP + -‐
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
VP + -‐
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
VP + -‐
PS KP
KR
KA CS
CH& CR
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
VP + -‐
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
PROFIT (MARGIN)
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine
(ProposiCon/Strategy)
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
PROFIT (MARGIN)
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine
(ProposiCon/Strategy)
Customer Segments
Processes/ AcYviYes
Internal Resources
Inputs/ Partners
Channels & RelaYon-‐ ships
Product/ Service
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
PROFIT (MARGIN)
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine
(ProposiCon/Strategy)
Customer Segments
Processes/ AcYviYes
Internal Resources
Inputs/ Partners
Channels & RelaYon-‐ ships
Product/ Service
u LEARN
u MEASURE
u BUILD
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
PROFIT (MARGIN)
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine
(ProposiCon/Strategy)
Customer Segments
Processes/ AcYviYes
Internal Resources
Inputs/ Partners
Channels & RelaYon-‐ ships
Product/ Service
u LEARN
u MEASURE Engagement/ Acquisi9on/Ac9va9on/ Reten9on/Referral/Revenue
u BUILD
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
PROFIT (MARGIN)
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine
(ProposiCon/Strategy)
Customer Segments
Processes/ AcYviYes
Internal Resources
Inputs/ Partners
Channels & RelaYon-‐ ships
Product/ Service
u LEARN
u BUILD
u MEASURE
I n n o v a t I o n A c c co u n t i n g
Engagement/ Acquisi9on/Ac9va9on/ Reten9on/Referral/Revenue
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
PROFIT (MARGIN)
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine
(ProposiCon/Strategy)
Customer Segments
Processes/ AcYviYes
Internal Resources
Inputs/ Partners
Channels & RelaYon-‐ ships
Product/ Service
u LEARN
u BUILD
u MEASURE
I n n o v a t I o n A c c co u n t i n g
Pretotype/Prototype/Pilot/ Full Scale
Big Urgent Market Problem (BUMP)
Engagement/ Acquisi9on/Ac9va9on/ Reten9on/Referral/Revenue
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
PROFIT (MARGIN)
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine
(ProposiCon/Strategy)
Customer Segments
Processes/ AcYviYes
Internal Resources
Inputs/ Partners
q HR Management
q Firm Infrastructure
q Technology Development
q Procurements
q Inbound LogisCcs
q OperaCons q Outbound
LogisCcs q MarkeCng &
Sales q Service
Channels & RelaYon-‐ ships
Product/ Service
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
PROFIT (MARGIN)
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine
(ProposiCon/Strategy)
Customer Segments
Processes/ AcYviYes
Internal Resources
Inputs/ Partners
Channels & RelaYon-‐ ships
Product/ Service
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
PROFIT (MARGIN)
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine
(ProposiCon/Strategy)
Customer Segments
Processes/ AcYviYes
Internal Resources
Inputs/ Partners
Channels & RelaYon-‐ ships
Product/ Service
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
PROFIT (MARGIN)
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine
(ProposiCon/Strategy)
Customer Segments
Processes/ AcYviYes
Internal Resources
Inputs/ Partners
Channels & RelaYon-‐ ships
Product/ Service
New Entrants (Startups)
SubsC-‐tutes
(Incumbents)
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
PROFIT (MARGIN)
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine
(ProposiCon/Strategy)
Customer Segments
Processes/ AcYviYes
Internal Resources
Inputs/ Partners
Channels & RelaYon-‐ ships
Product/ Service
New Entrants (Startups)
SubsC-‐tutes
(Incumbents)
Comple-‐mentors
Influenc-‐ers
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
PROFIT (MARGIN)
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine
(ProposiCon/Strategy)
Forces Against
Forces For
Customer Segments
Processes/ AcYviYes
Internal Resources
Inputs/ Partners
Channels & RelaYon-‐ ships
Product/ Service
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
PROFIT (MARGIN)
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine
(ProposiCon/Strategy)
S: Strengths
O: Opportuni-‐
Ces
W: Weaknesses
T: Threats
Customer Segments
Processes/ AcYviYes
Internal Resources
Inputs/ Partners
Channels & RelaYon-‐ ships
Product/ Service
ELEMENT ICON DESCRIPTION SYMBOL THEME:
CUSTOMER CS
PRODUCT PS
CHANNEL CH/CR
GOAL/JOB JTGD
PROBLEM Prob
VALUE VP
INPUT KP
INTERNAL RESOURCES
KR
PROCESS KA
SOLUTION Soln
Enterprise Periodic Table (EPT) of Business Model Elements: 10 QuesCons For Visually Designing and Using Tools Such as Brainstorming, Experiment Board, Business Model Canvas, Lean Canvas, Value Chain, and SIPOC Process Diagram
#BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
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ELEMENT ICON DESCRIPTION SYMBOL THEME: QUESTION
CUSTOMER CS Who is the customer?
PRODUCT PS What is the product/service?
CHANNEL CH/CR How is the product/service delivered to customer?
GOAL/JOB JTGD What is the customer’s main goal (Job To Get Done: Physical/Intellectual/EmoYonal/Spiritual Hierarchy)?
PROBLEM Prob What are problems/pains/barriers/obstacles?
VALUE VP What is the big urgent problem/pain (soluYon/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 soluYons/gains/benefits?
Enterprise Periodic Table (EPT) of Business Model Elements: 10 QuesCons For Visually Designing and Using Tools Such as Brainstorming, Experiment Board, Business Model Canvas, Lean Canvas, Value Chain, and SIPOC Process Diagram
#BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
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#BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
VP + -‐
What are soluYons/ gains/benefits?
Who is the customer?
What are problems/ barriers/obstacles?
How is product/service delivered to customer?
What is the product/service?
What is the customer’s main goal (Job To Get Done: Physical/Intellectual/EmoConal/Spiritual Hierarchy)?
What is the big urgent problem/pain (soluCon/benefit)?
#BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
VP + -‐
What are soluYons/ gains/benefits?
Who is the customer?
What are problems/ barriers/obstacles?
How is product/service delivered to customer?
What is the product/service?
What are key
ac9vi9es or processes of the
organiza-‐9on?
What are internal resources (people;
infra’; tech-‐nology)?
What are key inputs/partners?
What is the customer’s main goal (Job To Get Done: Physical/Intellectual/EmoConal/Spiritual Hierarchy)?
What is the big urgent problem/pain (soluCon/benefit)?
#BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
VP + -‐
What are soluYons/ gains/benefits?
Who is the customer?
What are problems/ barriers/obstacles?
How is product/service delivered to customer?
What is the product/service?
What is the big urgent problem/pain (soluCon/benefit)?
What are key
ac9vi9es or processes of the
organiza-‐9on?
What are internal resources (people;
infra’; tech-‐nology)?
What are key inputs/partners?
What is the customer’s main goal (Job To Get Done: Physical/Intellectual/EmoConal/Spiritual Hierarchy)?
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Business Model Yacht Discover and Solve Customer Problems Be]er, Faster, and Cheaper
IntroducYon Today, startups as well as established organizaCons are struggling to discover and solve customer problems in a Cmely manner. On the one hand, tools such as brainstorming and lateral thinking are relaCvely simple to use but produce low quality soluCons. On the other hand, tools such as the Six Sigma methodology, Lean Startup method, and TRIZ generate high quality soluCons but take a long Cme to understand and effecCvely apply. Mastery of these laier tools is also Cme-‐consuming and expensive.
ObjecYve The Business Model Yacht is designed as a simple customizable worksheet that eliminates the trade-‐off of Complexity vs. Quality in tools such as brainstorming, lateral thinking, TRIZ, Six Sigma methodology, and the Lean Startup method. The Business Model (BM) Yacht can be considered as a “Wisdomsourcing” Board for collaboraCvely organizing and managing ideas while rapidly solving customer problems.
Delight The Business Model Yacht helps people to beier, faster, and cheaper solve problems. There are 8 levels of proficiency in using the Business Model (BM) Yacht. The first level of proficiency focuses on use of the BM Yacht as a problem discovery tool. At this first level, the BM Yacht can be learned and applied within 30 minutes especially as a tool for visually collecCng ideas on the Voice of the Customer. At the eighth level, use of the BM Yacht focuses on developing ideas on the evoluCon of business model ecosystems. Use of the BM Yacht at interme-‐diate levels ranges from product innovaCon, industry analysis, business model innovaCon to performance management.
Procedure (for Level 1 of the Business Model Yacht) 1. Make a large (A1 size) printout or drawing of the template for the Business Model (BM) Yacht and place it on a table or wall. 2. Write out a descripCon of the Customer Goal or “Job To Get Done”. 3. Describe or list each problem (preferably using Post-‐It notes) under the Problem Space or “Red Ocean” on lem hand side. 4. Choose the most important problem. (Why is the selected problem regarded as the most important? What are impacts of problem?) 5. Generate, under the SoluCon Space or “Blue Ocean”, ideas for solving the most important problem. (Hint: Use analogical thinking.) 6. Select the highest quality soluCon that can be rapidly implemented as well as which has the least cost.
References Kim, W.C.; Mauborgne, R. (2004) Blue Ocean Strategy. Massachuseis: Harvard Business Review Press.
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
ITENN Level 4: BUS. PROBLEM SOLVING q 4 Elements of Good Strategy q Six Sigma Methodology q Theory of Constraints q Customer Dev. Stack q Lean Startup Method
Level 5: VALUE CHAIN STRATEGY q Value Chain (Analysis) q 5 Forces; Env. Analysis q 3 Generic Strategies q DisrupYve InnovaYon Theory q Blue Ocean Strategy/Canvas
Level 1: PROBLEM DISCOVERY q Voice of the Customer; NPS q Trade-‐offs; SWOT Analysis q Red Ocean Strategy Canvas q 4 Problem Archetypes; BUMP q Product/Market Matrix
Level 7: BUS. MODEL EXECUTION q HolisYc System Resources q Core Competences q Resource-‐Based View q Balanced Scorecard; Kanban q Prototype/Pilot/Full Scale
Level 8: ECOSYSTEM EVOLUTION q 9 Windows (MulYscreen) q Business Model Dashboard q Nested S-‐Curve; WarGaming q Value Network EvoluYon q EvoluYon of Shared Value
Level 2: PROBLEM ANALYSIS q 5 Whys; AnalyYcal Hierarchy q Root-‐cause Analysis: Fishbone q SIPOC Process; Pre-‐mortem q Universal System Structure q FuncYonal Analysis Diagram
THE BUSINESS MODEL YACHT o Uses; Areas of ApplicaCon o Associated Concepts/Tools o Taxonomy of Tools for
Problem Finding & Solving
Level 3: IDEA GEN./EVALUATION q (Visual) Brainstorming q E.R.I.C. TacYcs (“4 AcCons”) q SCAMPERR Technique; ASIT q TRIZ: Ideal Final Result (IFR) q Mission/Vision; Pretotype
Level 6: BUS. MODEL STRATEGY q Value Net; Lean Canvas q Business Model Canvas/Env. q Business Model Storyboard q “SPARC” Yacht/Framework q PESTLIED Events & Trends
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
8 LEVELS AND USES OF BUSINESS MODEL YACHT (Taxonomy of Problem-‐Based Strategy & Learning) Sense and Respond to Customer Problems Be]er, Faster, and Cheaper
Problem-‐Based Strategy and Learning (PBSL) Roadmap Select/Reflect on a Path or Program for Rapidly Sensing and Responding to Big Urgent Market Problems (BUMPs)
BUSINESS MODEL HIERARCHY (Unit of Analysis/ReDesign) LEVEL OF PBSL (Deliverable)
Supersystem (Economy; Macro-‐environment)
Environment (Industry; Market)
System (Enterprise/Value Chain; Product/Service)
Visionary/Conceptual Problem Solving (Feasible Pretotype)
1. PROBLEM DISCOVERY
2. PROBLEM ANALYSIS
3. IDEA GENERATION/EVALUATION
Strategic Problem Solving (Viable Prototype; Viable Pilot)
4. BUSINESS PROBLEM SOLVING
5. VALUE CHAIN STRATEGY
6. BUSINESS MODEL STRATEGY
TacCcal/ Op. Problem Solving (Profitable Full-‐scale)
7. BUSINESS MODEL EXECUTION
Scenario Thinking
8. ECOSYSTEM EVOLUTION
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
4 Problem Archetypes Product/Market Matrix
#BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
PROBLEM (Market Trade-‐off/Size)
SOLUTION (Product Features)
Known Unknown
Known Simple System (Tame; Closed; Well-‐structured)
Complex System
Unknown Complicated System ChaoYc System (Wicked; Open; Ill-‐structured)
4 HolisYc Strategies Product/Market Matrix
#BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
PROBLEM (Market Trade-‐off/Size)
SOLUTION (Product Features)
Known Unknown
Known
Unknown
PRETOTYPE
PROTOTYPE
PILOT
FULL SCALE
The TheoreYcal Framework of The Business Model Yacht
Is HolisYc Problem Solving (HPS)
Which Encapsulates ScienCfic Problem Solving HolisYc Problem Solving (HPS) has 3 Levels
q Visionary/Conceptual Problem Solving q Strategic Problem Solving q TacCcal/OperaConal Problem Solving
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors)
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
+ -‐
PS KP
KR
KA CS
CH& CR
VP
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors)
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
+ -‐
PS KP
KR
KA CS
CH& CR
q Big/clunky music players
q Complex: difficult to use
q Small song storage
VP
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors)
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
+ -‐
PS KP
KR
KA CS
CH& CR
q Big/clunky music players
q Complex: difficult to use
q Small song storage
q Ultra-‐portable digital music player
q Simple: easy to use
q Large song storage
VP
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors)
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
+ -‐
PS KP
KR
KA CS
CH& CR
q Big/clunky music players
q Complex: difficult to use
q Small song storage
q Ultra-‐portable digital music player
q Simple: easy to use
q Large song storage
q “A Thousand Songs in Your Pocket” q Seamless Music XP q iPod Hardware
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors)
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
+ -‐
PS KP
KR
KA CS
CH& CR
q Big/clunky music players
q Complex: difficult to use
q Small song storage
q Ultra-‐portable digital music player
q Simple: easy to use
q Large song storage
q “A Thousand Songs in Your Pocket” q Seamless Music XP q iPod Hardware
q High Profit Margin q Extraordinary Profit q Performance Metrics
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
Value Engine
(ProposiCon/Strategy)
Customer Segments
Processes/ AcYviYes
Internal Resources
Inputs/ Partners
Channels & RelaYon-‐ ships
Product/ Service
Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors)
P$
C$ R$ + -‐
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
Value Engine
(ProposiCon/Strategy)
Customer Segments
Processes/ AcYviYes
Internal Resources
Inputs/ Partners
Channels & RelaYon-‐ ships
Product/ Service
Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors)
P$
C$ R$ + -‐
q Big/clunky music players
q Complex: difficult to use
q Small song storage
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
Customer Segments
Processes/ AcYviYes
Internal Resources
Inputs/ Partners
Channels & RelaYon-‐ ships
Product/ Service
Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors)
q “A Thousand Songs in Your Pocket” q Seamless Music XP q iPod Hardware
q Big/clunky music players
q Complex: difficult to use
q Small song storage
q Ultra-‐portable digital music player
q Simple: easy to use
q Large song storage
C$ R$ + -‐
P$ q High Profit Margin q Extraordinary Profit q Performance Metrics
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors)
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
+ -‐
q Staff/Employees
q Brand/Culture q IP q Infrastructure:
IT
q Luxury Spot Strategy
q Hardware/Somware Design
q MarkeCng & Sales
q Record companies
q OEMs
q Apple.com; Big Box Retailer
q iTunes Store; Retail stores
q Online/Face-‐to-‐Face; Lock-‐in
q Luxury Spoier: Listen to music everywhere q Customer Habit Engine
q Staff/Employees q Manufacturing/Infra’ q MarkeCng & Sales
q iPod Hardware q iTunes q Commissions
q High Profit Margin q Extraordinary Profit q Performance Metrics
q “A Thousand Songs in Your Pocket” q Seamless Music XP q iPod Hardware
q Big/clunky music players
q Complex: difficult to use
q Small song storage
q Ultra-‐portable digital music player
q Simple: easy to use
q Large song storage
Channels & RelaYon-‐ ships
Product/ Service
Processes/ AcYviYes
Internal Resources
Inputs …
Customer Segments
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Where currently are we? Where must we
go?
How must we get there?
Problem Pain: (Un)Known
Industry/Market/Customer Goal (Job To Get Done): Improve innovaCon and performance of organizaCon
Method (Strategy)
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): Improve innovaCon and performance of organizaCon
CURRENT INNOVATION/PERFORMANCE FUTURE INNOVATION/PERFORMANCE
Where currently are we? Where must we
go?
How must we get there?
Problem Pain: (Un)Known
Method (Strategy)
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): Improve innovaCon and performance of organizaCon
Where currently are we? Where must we
go?
Problem Pain: (Un)Known
CURRENT INNOVATION/PERFORMANCE FUTURE INNOVATION/PERFORMANCE Method (Strategy)
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
VP + -‐
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): Improve innovaCon and performance of organizaCon
Where currently are we? Where must we
go?
Problem Pain: (Un)Known
CURRENT INNOVATION/PERFORMANCE FUTURE INNOVATION/PERFORMANCE
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
VP + -‐
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): Improve innovaCon and performance of organizaCon
Where currently are we? Where must we
go?
Problem Pain: (Un)Known
CURRENT INNOVATION/PERFORMANCE FUTURE INNOVATION/PERFORMANCE
PS KP
KR
KA CS
CH& CR
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
VP + -‐
Industry/Market/Customer Goal (Job To Get Done): Improve innovaCon and performance of organizaCon
CURRENT INNOVATION/PERFORMANCE FUTURE INNOVATION/PERFORMANCE
Where currently are we? Where must we
go?
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
VP + -‐
Industry/Market/Customer Goal (Job To Get Done): Improve innovaCon and performance of organizaCon
CURRENT INNOVATION/PERFORMANCE FUTURE INNOVATION/PERFORMANCE
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
C$ R$
P$
VP + -‐
Industry/Market/Customer Goal (Job To Get Done): Improve innovaCon and performance of organizaCon
CURRENT INNOVATION/PERFORMANCE FUTURE INNOVATION/PERFORMANCE
Lack of shared purpose, mission, and vision
Emphasis on technical features of products rather than customer experiences
Thinking in “silos”
No common language or framework for facilita9ng innova9on
Unar9culated values/culture
Unclear Business Model/Strategy
#VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….………………………….
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known
PROFIT (MARGIN)
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine
(ProposiCon/Strategy)
Customer Segments
Channels & RelaYonships
Product/Service
Processes/ AcYviYes
Internal Resources
Inputs/ Partners
Lack of shared purpose, mission, and vision
Emphasis on technical features of products rather than customer experiences
Thinking in “silos”
No common language or framework for facilita9ng innova9on
Unar9culated values/culture
Unclear Business Model/Strategy
“It’s more fun to be a pirate than to join the navy."
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluYon Gain: (Un)Known