the customer development roadmap: a minimum viable toolset for systematically creating blue ocean...

THE CUSTOMER DEVELOPMENT ROADMAPA Minimum Viable Toolset for Systematically Creating Blue Ocean Startups

Dr. Rod Kuhn KingVisual Problem Solver, Inventor, and Magician

NEW

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Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Visual Customer Development

Especially for

‘Non-Software’ Startups

UNIQUE

mailto:[email protected]

http://businessmodels.ning.com/

http://twitter.com/RodKuhnKing


The Blue Ocean Startup





A Blue Ocean Startup

Is a “Value Innovation” Business That

Creates an Uncontested Market Space and

Makes Competitors Irrelevant





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





Blue Ocean Startups

Are the Darlings of

Angel Investors,

Venture Capitalists, and

the Stock Market





ORIGINAL BLUE OCEAN STARTUPS

ORIGINALBLUE OCEAN STARTUPS

GURUS




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http://en.wikipedia.org/wiki/File:Red_Bull.svg

http://en.wikipedia.org/wiki/File:JetBlue_Airways_Logo.svg

https://home.ingdirect.com/index.html


But, how are Blue Ocean Startups Created?




ITENN

GURUS


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





http://www.facebook.com/home.php?ref=logo

(-): PAIN


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


3

100%

6

10%

20%

10 (Global)

BLUE

OCE

AN ST

ARTU

P






(-): PAIN


Luxury Spot

Strategic Choice

KeyOMG-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)


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:


GURUS

Market (Customer Problem/Goal): ……………………………………………

BLUE OCEAN STARTUP Cube Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models







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


http://steveblank.com/

http://steveblank.com/





http://steveblank.com/about/steve-blank4/

http://www.stevenblank.com/books.html

(-): PAIN


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:


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)







(-): PAIN


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:


GURUS Cost-Performance Map for ‘Market Types’ Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models


Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/Entirely New Market)


3

10

6

3

6

10






CUSTOMER CREATION PYRAMID FORTHE BLUE OCEAN STARTUP


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






GURUS

COMPETITIVE LANDSCAPEFOR


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






GURUS

MARKET UNIVERSEFOR


Customer Value Proposition(Hypotheses vs. Facts):

MARKET UNIVERSE FOR THE BLUE OCEAN STARTUP


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”





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






GURUS

CUSTOMER DEVELOPMENTROADMAP


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







GURUS

CUSTOMER DEVELOPMENTROADMAP


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







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?






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









ALID


GURUS

CUSTOMER VALIDATIONSTAGE



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)









ALID


GURUS

CUSTOMER CREATIONSTAGE



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?







ALID


GURUS

COMPANY BUILDINGSTAGE



COMPANY BUILDING STAGE Collaboratively Scale Business Model and Establish Formal Departments With Standardized Processes

2. WHERE MUST THE BUSINESS GO? What Position?









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’)






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






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






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






WHY?

HOW MANY? HOW MUCH?

WHAT (PROBLEMS/PAIN)?

HOW?

WHAT NEXT?

WHERE?

CUSTOMER PROBLEMS (PAIN)


WHEN?

WHO?

CUSTOMER PROBLEM MAP


GURUS






WHY?

HOW MANY? HOW MUCH?

WHAT (PROBLEMS)?

HOW?

WHAT NEXT?

WHERE?

BUSINESS PROBLEMS (PAIN)


WHEN?

WHO?

BUSINESS PROBLEM MAP


GURUS






CAUSE 4

CAUSE 6

CAUSE 1

CAUSE 5

CAUSE …

CAUSE 3

ROOT-CAUSES-------------------------------

MAIN PROBLEM (EFFECT):


CAUSE 7

CAUSE 2

ROOT-CAUSE MAP


GURUS






WHY (MISSION)?

HOW MANY? HOW MUCH?

WHAT (VISION)?

HOW?

WHAT NEXT?

WHERE?

BUSINESS VISION

WHEN?

WHO?

BUSINESS VISION MAP


GURUS







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


SYSTEM

OUTPUTPROCESSINGINPUT(Elements)

FEEDBACK (“Pivot”/Learning Cycle)





ITENN

ENVIRONMENT

UNIVERSAL BUSINESS SYSTEM GURUS


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) 1: X1


INPUT (ELEMENT) … : X…


VISUAL EQUATION FORA SYSTEM

-------------------------------OUTCOME OR OUTPUT (Y)

=FUNCTION OF INPUTS (X)



VISUAL EQUATION FOR A SYSTEM


GURUS






ITENN E: ENVIRONMENT

P: PROCESSES



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


C: CUSTOMERS/CONSUMERS & RELATIONSHIPS

GLOBAL VALUE CHAIN

Zoomable Elements of a Value Chain or Business Model: “SEMPORCE”GURUS






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






ITENN GLOBAL VALUE CHAIN:

GOALS Customer Value Proposition (Job) Business Value = Revenue/Cost Customer Value (Experience) = Customer Delight/Customer Pain

GURUS


GOALS OF GLOBAL VALUE CHAIN

Collaboratively List and/or Sketch Goals Including Elements of Vision, Value Proposition,Business Value, and Customer Value





ITENN


SUPPLIERS

Collaboratively List and/or Sketch Suppliers/MaterialsGURUS





ITENN E: EMPLOYEES/

KNOWLEDGE ASSETS

EMPLOYEES

Collaboratively List and/or Sketch Employees/Knowledge AssetsGURUS





ITENN M: MACHINERY/

EQUIPMENT/FACILITY

MACHINERY

Collaboratively List and/or Sketch Machinery/Equipment/Facilities GURUS





ITENN

P: PROCESSES/STRATEGIES

PROCESSES

Collaboratively List and/or Sketch Processes/Strategies GURUS





ITENN O: OUTPUTS

(PRODUCTS/SERVICES)

OUTPUTS

Collaboratively List and/or Sketch Outputs (Products/Services)GURUS





ITENN R: RETAILERS/CHANNELS/

DISTRIBUTORS

RETAILERS

Collaboratively List and/or Sketch Retailers/Channels/DistributorsGURUS





ITENN

C: CUSTOMERS/CONSUMERS

CUSTOMERS

Collaboratively List and/or Sketch Customers/Consumers GURUS





ITENN

E: ENVIRONMENT

ENVIRONMENT

Collaboratively List and/or Sketch Elements of Environment:Partners/Complementors/Competitors/Industries/Investors/Government/NGOs/Enemies/Society

GURUS






• 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


GLOBAL VALUE CHAIN(PERFORMANCE DASHBOARD)

OUTCOMES/GOALS Customer Value Proposition (Job) Business Value = Revenue/Cost Customer Value (Experience) = Customer Delight/Customer Pain


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







Key Partners (KP)

P: PROCESSES

Key Activities (KA)


Key Resources (KR) – Suppliers


Channels (CH)


Key Resources (KR) – Product/ Service


Key Resources (KR) – Employees

GLOBAL VALUE CHAINFOR “BUSINESS MODEL

CANVAS”: GOALS Customer Value Proposition (VP) Revenue Streams (R$) Cost Structure (C$)


Key Resources (KR) – Machinery


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






ITENN E: ENVIRONMENT Key Partners (KP) Record Companies Original Equipment Manufactur- ers (OEMs)

P: PROCESSES Key Activities (KA): Hardware Design Software Design Marketing


Key Resources (KR) – Suppliers


Channels (CH) iTunes Store www.apple.com Apple Stores Selected Retail Stores


Key Resources (KR) – Product/ Service iPod Hardware iTunes Software Content & Agreements


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


Key Resources (KR) – Machinery


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


http://www.apple.com/




http://www.google.com/imgres?imgurl=http://images.businessweek.com/ss/06/05/phaidon/image/11_979-ipod.jpg&imgrefurl=http://images.businessweek.com/ss/06/05/phaidon/source/12.htm&usg=__5UwlmeQQeGhKtohDaLcX7qSF-oA=&h=309&w=440&sz=20&hl=en&start=1&zoom=1&um=1&itbs=1&tbnid=noESIJ-yrxi9CM:&tbnh=89&tbnw=127&prev=/images?q=ipod+2001&um=1&hl=en&rlz=1T4HPNN_enUS317US317&tbs=isch:1

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

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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


P: Processes MarketingSales

Marketing CostSales Cost

O: Outputs(Product/Service)


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


DESCRIPTION








Mission/Vision: …………………….………………………………………………….

BUSINESS MODEL MATRIX: Template Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models

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Market Segment (Customer Problem/Goal): ……………………….….…






FOCUS EVOLUTION OF BUSINESS MODEL IDEAL BUSINESS MODEL


DESCRIPTION/INDUSTRY

PASTBUSINESS MODEL

PRESENTBUSINESS MODEL

FUTUREBUSINESS MODEL








Mission/Vision: …………………….………………………………………………….

BUSINESS MODEL EVOLUTION Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models

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FOCUS BUSINESS MODEL LIFECYCLE: Five Stages in the Life of a Business Model



BIRTH GROWTH MATURITY DECLINE DEATH







Early Adopters/Innovators

Early Majority Late Majority Overserved/Underserved

Switchers


BUSINESS MODEL LIFECYCLE Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models

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FOCUS BUSINESS MODEL TRENDS IN AN ECONOMY LEARNING:Findings/ Insights/Deci-sions/Actions



PHYSICALSECTOR

SOCIALSECTOR

KNOWLEDGESECTOR

SPIRITUAL SECTOR








BUSINESS MODEL TRENDS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models

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FOCUS STRATEGY: How must the business model get there? Where must business model go?BUSINESS/

GLOBAL VALUE CHAINWhere currently is business model?








Mission/Vision: …………………….………………………………………………….

BUSINESS MODEL PLANNING Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models

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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


M: Machinery/ Infrastructure

P: Processes




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






FOCUS PROCESS: SWOT Analysis FUTURE(DISRUPTIVE/IDEAL)BUS. MODEL


GIVENBUS. MODEL

S:Strengths

W:Weaknesses

O:Opportunities

T:Threats








Mission/Vision: …………………….………………………………………………….

BUSINESS MODEL SWOT ANALYSIS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models

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FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE(DISRUPTIVE/IDEAL)BUS. MODEL


GIVENBUS. MODEL

E:Eliminate

R: Reduce/Replace

I: Increase

C: Create








Mission/Vision: …………………….………………………………………………….

BUSINESS MODEL PIVOT Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models

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FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE(DISRUPTIVE/IDEAL)BUS. MODEL


GIVENBUS. MODEL

E:Eliminate

R: Reduce

I: Increase

C: Create


Waste/Defects Waste/Defects/Energy

Efficiency of Logistics/Digitalization/

Partnerships/Collaborations


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


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


Distribution outlets/ Retailers

Distribution outlets/Marketing/Ad.

Distribution outlets/Marketing/Ad./Service

Website/Word-of-mouth


Dissatisfiers:Pain/Objections/ Complaints

Dissatisfiers:Pain/Objections/ Complaints

Delighters/Key metrics: Quality/Pro-ductivity/Profitability

Demand/Goal: Niches/Exper./Crowdsourcing


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

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Market Segment (Customer Problem/Goal): Increase or Appropriately Reduce CUSTOMER VALUE QUOTIENT

GURUS


FOCUS PROGRAM FOR TRADITIONAL (WATERFALL) PRODUCT DEVELOPMENT


COMPANY VISION

CONCEPT DEVELOPMENT

PRODUCT DEVELOPMENT

ALPHA/BETATEST

LAUNCH/1st SHIPMENT

REVENUE PLAN



Write Business Plan

Write Marketing Requirements Document (MRD)

Hire VP Sales/Hire Bus. Dev.

Achieve Targets in Business Plan


Use Waterfall Model for Product Development

Do Quality Assurance Tests

Technical Publications


Develop Alpha/Beta Version of Product

Test Alpha/Beta Version of Product

Launch Product/ Event

Release Version 2-n


Select Channel/DoMarcom Materials

Hire PR Agency/Create Early Buzz

Create Demand/Build Channel

Create Demand


Sell


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


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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





Minimum Product: Desirable/Viable/ Feasible

Product-Market Fit: Prototype/ Pilot/No-frills

Product-Solution Fit: Full Software/ Hardware

More Fully Featured Product



Innovators Early Adopters(“Earlyvangelists”)

Early Majority Late Majority/Loyal


Mission/Vision: …………………….………………………………………………….

CUSTOMER DEVELOPMENT-BUSINESS MODEL (CDBM) MATRIXUnknown Customers & Unknown Product Features


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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


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


M: Machinery/ Facility/Infra’

P: Processes




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







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


M: Machinery/ Facility/Infra’

P: Processes Print books Stock/pack booksDet. allocations


Books Book inventory; Merchandise titles


Establish identity

Ship books; Deliver orders; Dispose of returns


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


GURUS







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: ……………………..……










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










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






(-): PAIN


Luxury Spot

Strategic Choice

KeyOMG-Experience:


CUSTOMER EXPERIENCE MAP: Template Collaboratively Collect, Organize, Prioritize, and ManageVision, Strategies, Products, Services, and Business Models

GURUS


Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/New Market)







(-): PAIN


Luxury Spot

Strategic Choice

KeyOMG-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








(-): PAIN


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


Little Urgent Market Pain

(LUMP)







(-): 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:


GURUS

Market (Customer Problem/Goal): ……………………………………………

Customer Value Cube Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models







(-): PAIN 2

(+): DELIGHT 2

Value(Quality; Differentiation)

Waste(Cost; Time; Defect)

Lean Startup

(-): DELIGHT 1

Performance(Functionality)

FutureMarketSpace

Existing MarketSpaceKey

OMG-Experience:


GURUS

Market (Customer Problem/Goal): Lean Customer Development

LEAN STARTUP Cube Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models







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


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


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]


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


Mass Market: Overserved/Unserved Early/Fast Adopters; Pragmatists ‘Good Enough’ or Minimum Customer Service


Simple-to-use Product/Service ‘Good Enough’ Functionality/Quality Low/Discounted Price Widely Available; Fast-moving


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




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]


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


Personalized Interaction/Experience: High Touch, High Feel; Co-creation Customer Experience Segmentation Superior Customer Support High end Customers: Conservative


Rare Product/Service; Premium Price High Performance; High Quality Highly Recognized Brand; Extension Feature-rich; High Profit Margin Prestigious; Cool Factor; Social Aura


Novel/Unique Materials


Highly Innovative/Disruptive Technology Luxury Ambience High Rent; Premium/Urban Location

KEY




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.)


Mission/Vision: …………………….………………………………………………….

GURUS


CUSTOMER EXPERIENCE OF COMPETITORS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models





IMPACTS

SYSTEM



Selection Criteria:Needs & Barriers CURVES

Function/Content/Perf./Knowledge



Customization/ Personalization/Interactivity/Entertainment

Cost (Price)




WEIGHT (IMPORTANCE)


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



Mission/Vision: …………………….………………………………………………….

IMPACTS

SYSTEM



Selection Criteria:Needs & Barriers TACTICS

Function/Content/Perf./ Knowledge



Customization/ Personalization/Interactivity/Fun/Entertain.

Cost (Price/Weight/ Material)


Complexity/ Difficulty/Support/RiskRange/Shape


WEIGHT (IMPORTANCE)

Av. Competitor:

Chief Competitor:


E: Eliminate

R: Reduce

I: Increase

C: Create

CUSTOMER EXPERIENCE TACTICS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business ModelsGURUS








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


EVOLUTION OF MP3 TECHNOLOGY





ITENN2001

Nike’s PSA Play120 (for customers who workout; has armband) Apple iPod (5GB; seamless integration 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


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



COMPLEXITY

Ease of Use/Navigation: High

QUALITY

Consumer Rating:

POSITIONING/FEATURES MAP FOR APPLE’S IPOD NANO


GURUS

http://www.google.com/imgres?imgurl=http://www.kendyck.com/wp-content/uploads/2007/06/ipod-nano-pink.png&imgrefurl=http://www.kendyck.com/archives/2007/06/16/end-breast-cancer-win-an-ipod-nano/&usg=__6R_OidSv86dnw3-XNBlWLi4xDDc=&h=548&w=442&sz=106&hl=en&start=8&zoom=1&um=1&itbs=1&tbnid=6lGVI2SuQzVZ6M:&tbnh=133&tbnw=107&prev=/images?q=ipod+nano&um=1&hl=en&sa=N&rlz=1T4HPNN_enUS317US317&tbs=isch:1

CUSTOMIZATION

Peripherals

INACCESSIBILITY


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



COMPLEXITY

Ease of Use/Navigation: Moderate

QUALITY

Consumer Rating:

POSITIONING/FEATURES MAP FOR APPLE’S IPOD SHUFFLE


GURUS

http://www.google.com/imgres?imgurl=http://scratchprotection.affiliatestoreonline.com/img/1/1053.jpg&imgrefurl=http://scratchprotection.affiliatestoreonline.com/product/1/677/Apple-Ipod-Shuffle-1st-Gen-Full-Body-Scratch-Protection-Invisibleshield-By-Zagg.html&usg=__j0fImvOqbEzDHxE5zyBtaLQR9LY=&h=300&w=300&sz=18&hl=en&start=22&zoom=1&um=1&itbs=1&tbnid=7-cwzo9E0eCAjM:&tbnh=116&tbnw=116&prev=/images?q=ipod+shuffle+apple&start=20&um=1&hl=en&sa=N&rlz=1T4HPNN_enUS317US317&ndsp=20&tbs=isch:1

CUSTOMIZATION

Peripherals

INACCESSIBILITY


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


Charge Time: 4 hrs

BRANDING

Apple Brand

POSITIONING/FEATURES FOR IPOD CLASSIC



COMPLEXITY


QUALITY

Consumer Rating:

POSITIONING/FEATURES MAP FOR APPLE’S IPOD CLASSIC


GURUS

http://en.wikipedia.org/wiki/File:6G_iPod.svg

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


Charge Time: 3 hrs

BRANDING

Apple Brand

POSITIONING/FEATURES FOR IPOD TOUCH



COMPLEXITY


QUALITY

Consumer Rating:

POSITIONING/FEATURES MAP FOR APPLE’S IPOD TOUCH


GURUS

http://images.google.com/imgres?imgurl=http://files.lesterchan.net/images/apple/ipod_touch.jpg&imgrefurl=http://lesterchan.net/blog/2008/02/18/apple-ipod-touch-8gb-or-asus-eee-4g/&usg=__dSYHyxeIaubZc3nfsKd-RbosPyA=&h=414&w=293&sz=24&hl=en&start=1&zoom=1&itbs=1&tbnid=l9KXgly4NBBp-M:&tbnh=125&tbnw=88&prev=/images?q=ipod+touch&hl=en&rlz=1T4HPNN_enUS317US317&tbs=isch:1

IMPACTS

SYSTEM

VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES: Hypotheses vs. Reality


Decision Criteria:Needs & Barriers COMPETITORS

Function/Content/Perf/Knowledge




Cost (Price)




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)


Capacity Choice

$79 Ultra-pocketable


Simple to use


12hr Music Playback

PERIPHERALCOMPETITORSiPod Classic


Watch Photos/Video


Capacity Choice

$249 Pocketable


Simple to use


40hr Music Playback

REMOTECOMPETI-TORS:iPod Touch

Hold 1,750 songs (8 GB);Watch Video/ Photos; Multi-touch Screen


Capacity Choice

Multi-touch Screen

$299 Pocketable

Wi-Fi Connection

Simple to use


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



Decision Criteria:Needs & Barriers CURVES





Cost (Price)




WEIGHT (IMPORTANCE)



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




IMPACTS

SYSTEM



Decision Criteria:Needs & Barriers TACTICS



Brand/Emotion/Style/AuraPrestige


Cost (Price)




WEIGHT (IMPORTANCE)


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






FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) OUTCOME:FUTURE(DISRUPTIVE)BUS. MODEL


GIVEN BUSINESS MODEL

E:Eliminate

R: Reduce/Replace

I: Increase

C: Create



Staff/Apple Brand





Screen Size; Storage;Fun; Entertainment;Thickness; Weight;Price

Multi-touch screen; Digital Media Hub;Wi-Fi


iTunes; apple.com; Apple Stores/Others


Mass Market


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


WISDOMSOURCING MAPS:

Family of Wisdomsourcing Maps (Zoomable Idea Organizers) for Facilitating Collaboration, Ideas

Management, Creativity, and Customer Problem Solving


CLASSIC HORIZONTAL MAP

GURUS


WISDOMSOURCING MAPS FOR THE BLUE OCEAN STARTUP






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


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


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


CLASSIC HORIZONTAL MAP

Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..





ITENN

GURUS


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

GURUS


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

GURUS


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?

GURUS


1.11 PRODUCT-HYPOTHESIS MAP






ITENN

1.21 FRIENDLY FIRST CONTACTS 1.22 “PROBLEM” PRESENTATION

1.2 TEST “PROBLEM” HYPOTHESIS

1.23 CUSTOMER UNDERSTANDING

GURUS


1.2 TEST-“PROBLEM”-HYPOTHESIS MAP






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

GURUS


1.3 TEST-“PRODUCT”-HYPOTHESIS MAP






(-): PAIN


Luxury Spot

Strategic Choice

KeyOMG-Experience:


GURUS




CLASSIC PAIN-DELIGHT MAP

Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..






ABOUT THE INVENTOR/AUTHOR

GURUS





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




• 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





the customer development roadmap: a minimum viable toolset for systematically creating blue ocean...

Business

new york

blue ocean startup3copyright

new jersey

moreton press

customer delight principle

customer development

value innovation business

pleasure principle