5 Archetypal Strategies for Designing Winning Business Models

5 ARCHETYPAL STRATEGIESFOR DESIGNING

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

NEW

WINNING BUSINESS MODELS

http://www.fundraw.com/clipart/images/00004327




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

GURUS

BUSINESS MODEL DESIGN(BMD) MAP

BUSINESS MODEL DESIGN MAP

1. BUSINESS MODEL PROBLEM & DISCOVERY 2. BUSINESS MODEL VALIDATION

3. BUSINESS MODEL EXECUTION 4. BUSINESS MODEL MANAGEMENT

mailto:[email protected]

http://businessmodels.ning.com/

http://twitter.com/RodKuhnKing



GURUS

QUESTIONS FOREACH STAGE OF

BUSINESS MODEL DESIGN

QUESTIONS FOR EACH STAGE OFTHE MAP FOR BUSINESS MODEL DESIGN

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?





5 ARCHETYPAL STRATEGIES FOR DESIGNING WINNING BUSINESS MODELSGURUS

ARCHETYPALSTRATEGIES

Existing Market (Segment) (Compete on Existing Dimensions of Customer Experience: Cost vs. Value or Diff.)

“Luxury Spot” Business Model: High Differentiation & High Cost Strategy

“Disruption Spot” Business Model: Low Cost or Disruptive Innovation Strategy

“Practical Impossibility” Business Model: Emerging Blue Ocean Strategy

“Sweet Spot” Business Model: High Differentiation & Moderate Cost Strategy

New Market (Universe) (Compete on New Dimensions of Customer Experience: Pain vs. Delight)

“New Market” Business Model: Ideal Market Disruption Strategy/ Ideal Blue Ocean Strategy/ Ideal Market Strategy

Zooming-inMarket Strategies

Zooming-outMarket Strategy






(-): PAIN

(+): DELIGHTDisruption Spot

Luxury Spot

Strategic Choice

Low-end Disruption(Disruptive Innovator: Low-end, Overserved

Customers; Low Margin;‘Good Enough’ Quality)

Cost(Adoption Barrier; Complexity; Inaccessibility; Delay)

Sustaining Innovation(Incumbent: High end,

‘20-80’ Customers;High Profit Margin)Performance

(Functionality;Quality)

KeyOMG-Experience:

Undesirable Experience:

GURUS Cost-Performance Map Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models

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

Growth

Competition

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





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


(-): 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






WHY?

HOW MANY? HOW MUCH?

WHAT (JOBS)?

HOW?

WHAT NEXT?

WHERE?

CUSTOMER JOBS TO BE DONE (JBTD)

What’s the evidence?

WHEN?

WHO?

CUSTOMER JOBS TO BE DONE (JBTD)

Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving

GURUS






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






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


Novel/Unique Materials


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

KEY


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





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/Econ./Complementors• Partners: Distribution Channels• Investors• Public/Society/Enemies• Government/NGOs/Environment

GLOBAL VALUE CHAIN FOR BLUE OCEAN

Customer Value Proposition::

[REVENUE/COST]


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


Long-tail (80/20) Consumers/ Customers Short-head (20/80) Consumers/ Customers; Online Support


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




GURUSBLUE OCEAN-BUSINESS MODEL

Collaboratively Expand Market and Become Uncontested Leader in Emerging Fast-growing Industry






• 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)



C: CUSTOMERS & CONSUMERS RELATIONSHIPS Core Customers/Users/Influencers

Peripheral Customers/Users/Influ.

Remote Customers/Users/Influ.

GENERIC ELEMENTS OF GLOBAL VALUE CHAIN MAP

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






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



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

GLOBAL VALUE CHAIN DASHBOARD (Startup)

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


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)

GLOBAL VALUE CHAIN DASHBOARD: Example (Startup)GURUS






(-): PAIN


Luxury Spot

Strategic Choice

KeyOMG-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






(-): 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

THE BLUE OCEAN STARTUP

3

100%

6

10%

20%

10 (Global)

BLUE

OCE

AN ST

ARTU

P







Apple’s iPodBusiness Model Canvas,Global Value Chain Map,

andBusiness Model Matrix




ITENN

GURUS

BUSINESS MODEL CANVASAlexander Osterwalder

Map, Analyze, and Design Your Business Model



P: PROCESSES





GLOBAL VALUE CHAIN:




GURUS


GLOBAL VALUE CHAIN MAPRod Kuhn King

Map, Analyze, and Design Elements of Your Business Model & Value Chain (“SEMPORCE”)






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

SYST

EM

(IND

UST

RY/B

USI

NES

S)GURUS

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


DESCRIPTION








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

BUSINESS MODEL MATRIX: Template 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/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

SYST

EM

(IND

UST

RY/B

USI

NES

S)GURUS







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

SYST

EM

(IND

UST

RY/B

USI

NES

S)GURUS






FOCUS BUSINESS MODEL (CUSTOMER/PRODUCT) DEVELOPMENT DASHBOARD LEARNING:Findings/ Insights/Deci-sions/Actions



BUSINESS MODEL PROB. & DISCOVERY

BUSINESS MODEL VALIDATION

BUSINESS MODEL EXECUTION

BUSINESSMODEL MANAGEMENT








Early Majority Late Majority Loyal/Overserved/Underserved


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

SYST

EM

(IND

UST

RY/B

USI

NES

S)GURUS






FOCUS BUSINESS MODEL (CUSTOMER/PRODUCT) DEVELOPMENT DASHBOARD LEARNING:Findings/ Insights/Deci-sions/Actions



BUSINESS MODEL PROB. & DISCOVERY

BUSINESS MODEL VALIDATION

BUSINESS MODEL EXECUTION

BUSINESSMODEL MANAGEMENT




Envision, Brain-storm, Search for, and/or Discover Business Model

Validate Business Model

Launch/Scale Business Model; Develop Mar-keting Roadmap

Build Company Culture;Grow Company


Minimum Pro-duct: Desirable/ Viable/Feasible

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

Product-Solution Fit: Full Soft-ware/ Hardware

More Fully Featured Product: Software/ Hardware




Early Majority Late Majority Loyal/Overserved/Underserved


BUSINESS MODEL DEVELOPMENT (BMD) MATRIX: Populated Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models

SYST

EM

(IND

UST

RY/B

USI

NES

S)GURUS






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

SYST

EM

(IND

UST

RY/B

USI

NES

S)GURUS






FOCUS COMPETITORS/SECTOR/INDUSTRY FUTURE(DISRUPTIVE/IDEAL)BUS. MODEL


GIVENBUS. MODEL

BUS. MODEL 1: BUS. MODEL 2: BUS. MODEL 3: BUS. MODEL …








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

INDUSTRY BUSINESS MODELS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models

SYST

EM

(IND

UST

RY/B

USI

NES

S)GURUS







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

SYST

EM

(IND

UST

RY/B

USI

NES

S)GURUS







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



P: Processes




E: Environment


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

SYST

EM

(IND

UST

RY/B

USI

NES

S)GURUS







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

SYST

EM

(IND

UST

RY/B

USI

NES

S)GURUS



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

SYST

EM

(IND

UST

RY/B

USI

NES

S)

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

GURUS


SYSTEM ADJACENT (PERIPHERAL/ALTERNATIVE) BUSINESS MODELS FUTURE(VISIONARY/ IDEAL)BUS. MODEL


PRESENT/COREBUSINESS MODEL

Adjacency1:

Adjacency2:

Adjacency3:

Adjacency…

S: Suppliers



P: Processes




E: Environment


CORE Customer Value Proposition (Job To Be Done):

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

GURUS

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






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

Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving





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





Date post:	02-Dec-2014
Category:	Business
Upload:	rod-king
View:	2,210 times
Download:	0 times