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BUSINESS MODEL DEVELOPMENTFOR BLUE OCEAN STARTUPS
A One-stop Toolkit for Discovering, Validating, and Managing Your Business Model
Dr. Rod Kuhn KingVisual Problem Solver, Inventor, and Magician
NEW
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business Model Development (BMD)Involves a
Visual Integration of
Best Practice MethodologiesIncluding
Kim & Mauborgne’s Blue Ocean Strategy Steve Blank’s Customer Development
Eric Ries’s Lean Startup Alex Osterwalder’s Business Model Canvas
Rod King’s Wisdomsourcing Map
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business Model Development (BMD)
Is a More Cost-Effective Way
To Design, Launch, and Manage Businesses
Especially
Scalable Startups
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business Model Development (BMD)Recognizes That
Business Plan Development (BPD)Is an Ineffective and Unsuitable Approach
In a World of Rapid Commoditization,Great Uncertainty, and Limited Resources
Such as in the World of
Scalable Startups
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
The Paradigm ofBusiness Model Development (BMD)
Assumes That BusinessesShould Be Conceived, Launched, and Managed
Like in Successful Magic Theater:
Customers Should Be Put FirstIn Order to Design and Deliver
Oh My God (OMG)-Customer Experiences
RAPID DEPLOYMENT AND LEARNING TIME AND MONEY SAVINGS
EASIER TO UNDERSTAND AND APPLY
CAN BE LINKED TO AND INTEGRATED WITH ALL TOOLS FOR
CUSTOMER PROBLEM SOLVING
VERSATILE: APPLICABLE TO SOFTWARE AND NON-SOFTWARE
BUSINESSES
FACILIITATES COLLABORATION
ADVANTAGESOF
BUSINESS MODEL DEVELOPMENT (BMD)
FOR BLUE OCEAN STARTUPS
SCALABLE AND FRACTAL TOOLS
“FUNNER” TO USE
ADVANTAGES OF BUSINESS MODEL DEVELOPMENTFOR BLUE OCEAN STARTUPS
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
KeyOMG-Experience:
Undesirable Experience:
Profit Margin
No. of Direct Competitors(Level of Commoditization)
Blue Ocean(“Practical Impossibility”)
Luxury Spot
Disruption Spot
Green Ocean Red Ocean
JOURNEY OF
THE BLUE OCEAN STARTUP
3
100%
6
10%
20%
10 (Global)
BLUE
OCE
AN ST
ARTU
P
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHT 2
Profit Margin
Direct Competitors (Commoditization)
(+): DELIGHT 1
Industry Attractiveness(Market Growth)
NewMarketSpace
ExistingMarketSpaceKey
OMG-Experience:
Undesirable Experience:
GURUS
Market (Customer Problem/Goal): ……………………………………………
BLUE OCEAN STARTUP Cube Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CUSTOMER CREATION PYRAMID FORTHE BLUE OCEAN STARTUP
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Delighters Satisfiers Dissatisfiers
Delighters Satisfiers Dissatisfiers
Delighters Satisfiers Dissatisfiers
NON-COMPETITORS(Remote Industries/Economy: Sectoral & Geographical Non-alternatives)
DIRECT COMPETITORS(Core Sector/Strategic Groups: Substitutes)
BUSINESS
(New) Customer Value Proposition/Market: …………………………………………………………………..
NON- CUSTOMERSo Profitableo Break-eveno Unprofitable
Oh My God-Product/Service
Why?How?
Why?How?
MARKET OPPORTUNITY SPACE
(LATENT DEMAND/CUSTOMERS)
UNTAPPED CUSTOMERS
SWITCHERSIM
PROVE
Customer E
xperience
BLUE OCEAN ST
ARTUP
Why?How?
CREATE (Integrate/D
emonstrate)
Oh My God-Experie
ncesINDIRECT COMPETITORS (Peripheral/Adjacent Industries: Alternatives/Value Chain Complements)
Diffusion (Word-of-mouth) Potential = Delighters + Satisfiers - Dissatisfiers
GURUS
CUSTOMER PERSPECTIVE (Voice of the Customer) BUSINESS PERSPECTIVE (Voice of the Business)
DEFINITION OFOH MY GOD (OMG)-PRODUCT
GURUS
An Oh My God (OMG)-Product delivers an uncontested experience or value which is so remarkable that the large majority of customers say: “Oh My God!”
An Oh My God (OMG)-Product is an uncontested market leader in a fast growing niche or market segment, that is, an OMG-Product has a market share of at least three times that of the nearest competitor as well as has a market growth rate of at least 10% a year.In addition, the OMG-Product has a profit margin of at least 20%.
DEFINITION OFOH MY GOD (OMG)-PRODUCT
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ARCHETYPAL STRATEGIES FOR DESIGNING OH MY GOD (OMG)-PRODUCTSGURUS
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
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
PROBLEM-SOLUTIONMAP
PROBLEM-SOLUTION MAP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
PROBLEM SOLUTION
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“PUSH” BUSINESS MODEL DEVELOPMENT “PULL” BUSINESS MODEL DEVELOPMENT
GURUS
Supply-oriented Approach
Product-centric
Waterfall Model: Linear Product Development
Production Line/Chain Model
Classic Competitive Strategy
Traditional Business Plan
Traditional Strategic Plan
Traditional Balanced Scorecard
Long Cycle for Product Development
High Risk of Product-Market Misfit
Suitable in a Routine/Predictable World of Little or No Risk as well as Great Access to Resources
Demand-oriented Approach
Customer-centric
Customer Development Model (Steve Blank): Iterative
Lean Startup Model (Eric Ries): Continuous Learning And Rapid Prototyping/Deployment
Blue Ocean Startup (Rod King)
Blue Ocean Strategy
Disruptive Innovation Strategy
Crowdsourcing
QFD/Voice of the Customer
Six Sigma/Lean Thinking/ Agile Development/Just-In-Time
Concurrent Engineering
“PUSH” vs. “PULL”BUSINESS MODEL
DEVELOPMENT
“PUSH” vs. “PULL”BUSINESS MODEL DEVELOPMENT
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
BUSINESS MODEL DEVELOPMENT
(BMD) MAP
4 STAGES IN THE WEB OF BUSINESS MODEL DEVELOPMENT
1. BUSINESS MODEL PROBLEM & DISCOVERY 2. BUSINESS MODEL VALIDATION
3. BUSINESS MODEL EXECUTION 4. BUSINESS MODEL MANAGEMENT
ITENN BUSINESS MODEL PROBLEM & DISCOVERY
What’s the evidence?
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS MODEL PROBLEM & DISCOVERY
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
ITENN BUSINESS MODEL VALIDATION
What’s the evidence?
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS MODEL VALIDATION
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
ITENN BUSINESS MODEL EXECUTION
What’s the evidence?
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS MODEL EXECUTION
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
ITENN BUSINESS MODEL MANAGEMENT
What’s the evidence?
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS MODEL MANAGEMENT
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
THE 2 WORLDS OFBUSINESS MODEL
DEVELOPMENT
THE 2 WORLDS OF BUSINESS MODEL DEVELOPMENT
BUSINESS MODEL PROBLEM & DISCOVERY
BUSINESS MODEL VALIDATION
BUSINESS MODEL EXECUTION
BUSINESS MODEL MANAGEMENT
WORLD OF BUSINESS MODEL SEARCH(For ‘Startups/Entrepreneurs/Founders’)
WORLD OF BUSINESS MODEL EXECUTION(For ‘Established Companies/Accountants’)
GURUS
PROBLEM UNIVERSE
GOAL UNIVERSE
EXECUTION UNIVERSE
LIFESPACE RESOURCES (Internal/External)
WISDOMSOURCING CANVASTheme:
WISDOMSOURCING CANVAS A Zoomable Jigsaw Puzzle for Collaboratively Solving Problems and Presenting Solutions
Date: ……………………..……
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUS. MODEL DEVELOPMENT FOR THE BLUE OCEAN STARTUPCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Theme: ………………………………………………………………………………………… Date: …………………..…..
BUSINESS MODEL DEVELOPMENT (BMD) FOR THE BLUE OCEAN STARTUP
GENERIC ACTIVITIES FOR CORE & PERIPHERAL INDUSTRIES BUSINESS MODEL (CUSTOMER/PRODUCT)
WISDOMSOURCING CANVAS
COLLABORATIVE PROBLEM SOLVING TASKS FORPROCESS/INDUSTRY/BUSINESS MODEL/PRODUCT
PROBLEM/ DISCOVERY
VALIDA-TION
EXECU-TION
MANAGE-MENT
PROBLEM UNIVERSE:
GLOBAL PROBLEM MAPPING
Collect/Define/Measure/Verify Problems, Pains, and Trade-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 & Processes.Prepare Project Charter and Form Project Team with Diverse Members (Customers and Non-customers)
Mission/Vision: …………………….………………………………………………….
GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
MEMBER 4
MEMBER 6
MEMBER 1
MEMBER 5
MEMBER …
MEMBER 3
PROJECT TEAM FOR:
MEMBER 7
MEMBER 2
PROJECT TEAM FOR THE BLUE OCEAN STARTUPGURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Ron Johnson
Phillip Schiller
Steve Jobs
Bruce Sewell
Peter Oppenheimer
Tim Cook
APPLE INC.:
Executives(2010)
Scott Forstall
Jonathan Ive
PROJECT TEAM Template: Example
EXECUTIVE TEAM FOR APPLE INC.GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
MEMBER/CONTACT 4
MEMBER/CONTACT 6
MEMBER/CONTACT 1
MEMBER/CONTACT 5
MEMBER/CONTACT …
MEMBER/CONTACT 3
SOCIAL NETWORK/ CONTACTS FOR:
MEMBER/CONTACT 7
MEMBER/CONTACT 2
SOCIAL NETWORK FOR THE BLUE OCEAN STARTUPGURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
The Methodology ofBusiness Model Development (BMD)
Seamlessly IntegratesMajor Breakthrough Ideas and Tools
In Customer Development, Collaboration, Business Creativity,
Strategy, Innovation, and Performance Management
Over the Last 50 Years
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business Model Development (BMD)Helps to Reduce
the Risk of Failure of BusinessesEspecially Scalable Startups
By Facilitatingthe Discovery, Validation, Execution,
and Management ofBusiness Models
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business Model Development (BMD)Also Helps Individuals and Teams
To DeployAny Business Process or Methodology
In aSimpler, Faster, and Funner Way
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 (STARTUPS) FAIL AND DIE?
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
WHY?
HOW MANY? HOW MUCH?
WHAT (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
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN COMPETITORS’PRODUCTS/SERVICES
What’s the evidence?
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
COMPETITORS’ PRODUCTS/SERVICES
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
WHY?
HOW MANY? HOW MUCH?
WHAT (PROBLEMS)?
HOW?
WHAT NEXT?
WHERE?
COMPETITORS’ PROBLEMS: Weaknesses
Threats
What’s the evidence?
WHEN?
WHO?
COMPETITORS’ PROBLEMS
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
WHY?
HOW MANY? HOW MUCH?
WHAT (PROBLEMS/PAIN)?
HOW?
WHAT NEXT?
WHERE?
CUSTOMER PROBLEMS (PAIN)
What’s the evidence?
WHEN?
WHO?
CUSTOMER PROBLEMS
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
WHY?
HOW MANY? HOW MUCH?
WHAT (PROBLEMS)?
HOW?
WHAT NEXT?
WHERE?
BUSINESS PROBLEMS (PAIN)
What’s the evidence?
WHEN?
WHO?
BUSINESS PROBLEMS
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CAUSE 4
CAUSE 6
CAUSE 1
CAUSE 5
CAUSE …
CAUSE 3
ROOT-CAUSE MAP-------------------------------
MAIN PROBLEM (EFFECT):
What’s the evidence?
CAUSE 7
CAUSE 2
ROOT-CAUSE MAP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
WHY (MISSION)?
HOW MANY? HOW MUCH?
WHAT (VISION)?
HOW?
WHAT NEXT?
WHERE?
BUSINESS VISION
WHEN?
WHO?
BUSINESS VISION
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUSWHAT IS A BUSINESS MODEL?
A Business Model or Value Chainis a Schema of
How an Organization or Industry Operatesto Deliver Value
Especially Profit andOh My God-Customer Experiences
ITENN
ENVIRONMENT
UNIVERSAL MODEL OF A SYSTEM GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SYSTEM
OUTPUTPROCESSINGINPUT(Elements)
FEEDBACK (“Pivot”/Learning Cycle)
ITENN
ENVIRONMENT
UNIVERSAL BUSINESS SYSTEM GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SUPPLIERS/MATERIALS
Partners CompetitorsInvestor
CUSTOMERS/CONSUMERS
Government Society
RETAILERS/CHANNELS
BUSINESS
OUTPUT(Product/ Service)
PROCESSING
(PROCESSES)
INPUT(EMPLOYEES/MACHINERY)
FEEDBACK (“Pivot”/Learning Cycle)
INPUT (ELEMENT) 4 : X4
INPUT (ELEMENT) 6 : X6
INPUT (ELEMENT) 1: X1
INPUT (ELEMENT) 5 : X5
INPUT (ELEMENT) … : X…
INPUT (ELEMENT) 3 : X3
VISUAL EQUATION FORA SYSTEM
-------------------------------OUTCOME OR OUTPUT (Y)
=FUNCTION OF INPUTS (X)
INPUT (ELEMENT) 7 : X7
INPUT (ELEMENT) 2 : X2
VISUAL EQUATION FOR A SYSTEM
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN E: ENVIRONMENT
P: PROCESSES
S: SUPPLIERS/MATERIALS
R: RETAILERS/DISTRIBUTORS/ CHANNELS
O: OUTPUTS (PRODUCT/ SERVICE)
E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE
GLOBAL VALUE CHAIN:
OUTCOMES/GOALS Customer Value Proposition (Job) Business Value = Revenue/Cost Customer Value (Experience) = Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION
C: CUSTOMERS/CONSUMERS & RELATIONSHIPS
GLOBAL VALUE CHAIN
Zoomable Elements of a Value Chain or Business Model: “SEMPORCE”GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN E: ENVIRONMENT WASTE
P: PROCESS WASTE
S: SUPPLIER/MATERIAL WASTE
R: RETAILER/DISTRIBUTOR/ CHANNEL WASTE
O: OUTPUT (PRODUCT/ SERVICE) WASTE
E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE WASTE
GLOBAL VALUE CHAINWASTE:
OUTCOMES/DEFECTS Customer Value Proposition (Job) Business Value = Revenue/Cost Customer Value (Experience) = Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION WASTE
C: CUSTOMER/CONSUMER WASTE
GLOBAL VALUE CHAIN WASTE
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN E: ENVIRONMENT HYPOTHESES
P: PROCESS HYPOTHESES
S: SUPPLIER/MATERIAL HYPOTHESES
R: RETAILER/DISTRIBUTOR/ CHANNEL HYPOTHESES
O: OUTPUT (PRODUCT/ SERVICE) HYPOTHESES
E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE HYPOTHESES
GLOBAL VALUE CHAINHYPOTHESES:
EXPECTATIONS FOR Customer Value Proposition (Job) Business Value = Revenue/Cost Customer Value (Experience) = Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION HYPOTHESES
C: CUSTOMER/CONSUMER HYPOTHESES
GLOBAL VALUE CHAIN HYPOTHESES
Formulate, Test, and Validate Hypotheses for Elements of Value Chain or Business ModelGURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN GLOBAL VALUE CHAIN:
GOALS Customer Value Proposition (Job) Business Value = Revenue/Cost Customer Value (Experience) = Customer Delight/Customer Pain
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GOALS OF GLOBAL VALUE CHAIN
Collaboratively List and/or Sketch Goals Including Elements of Vision, Value Proposition,Business Value, and Customer Value
ITENN
S: SUPPLIERS/MATERIALS
SUPPLIERS
Collaboratively List and/or Sketch Suppliers/MaterialsGURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN E: EMPLOYEES/
KNOWLEDGE ASSETS
EMPLOYEES
Collaboratively List and/or Sketch Employees/Knowledge AssetsGURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN M: MACHINERY/
EQUIPMENT/FACILITY
MACHINERY
Collaboratively List and/or Sketch Machinery/Equipment/Facilities GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN
P: PROCESSES/STRATEGIES
PROCESSES
Collaboratively List and/or Sketch Processes/Strategies GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN O: OUTPUTS
(PRODUCTS/SERVICES)
OUTPUTS
Collaboratively List and/or Sketch Outputs (Products/Services)GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN R: RETAILERS/CHANNELS/
DISTRIBUTORS
RETAILERS
Collaboratively List and/or Sketch Retailers/Channels/DistributorsGURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN
C: CUSTOMERS/CONSUMERS
CUSTOMERS
Collaboratively List and/or Sketch Customers/Consumers GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN
E: ENVIRONMENT
ENVIRONMENT
Collaboratively List and/or Sketch Elements of Environment:Partners/Complementors/Competitors/Industries/Investors/Government/NGOs/Enemies/Society
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN E: ENVIRONMENT
• Competitors/Industry/Economy• Partners/Complementors• Investors/Board of Directors• Public/Society/Enemies/Non-customer• Government/NGOs/Environment
P: PROCESSES
• Preparing/Searching/Discovering• Purchasing/Leasing• Receiving/Delivering/Learning/Installing• Using/Sharing/Complementing• Maintaining/Storing/Managing/Disposing
S: SUPPLIERS/MATERIAL
E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE
GLOBAL VALUE CHAIN(PERFORMANCE DASHBOARD)
OUTCOMES/GOALS Customer Value Proposition (Job) Business Value = Revenue/Cost Customer Value (Experience) = Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION
C: CUSTOMERS & CONSUMERS RELATIONSHIPS Core Customers/Users/Influencers
Peripheral Customers/Users/Influ.
Remote Customers/Users/Influ.
GENERIC ELEMENTS OF GLOBAL VALUE CHAIN
Collaboratively List, Sketch, Organize, and/or Manage Metrics for Elements of Value ChainGURUS
R: RETAILERS/DISTRIBUTORS/ CHANNELS Retailers/Distributors/Channels Place/Warehousing/Location Promotion/Buzz Branding/Marketing Advertising Selling/Relationship Management
O: OUTPUTS (PRODUCT/ SERVICE) Product/Service Pricing Packaging Display Design Plan
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN E: ENVIRONMENT
Key Partners (KP)
P: PROCESSES
Key Activities (KA)
S: SUPPLIERS/MATERIALS
Key Resources (KR) – Suppliers
R: RETAILERS/DISTRIBUTORS/ CHANNELS
Channels (CH)
O: OUTPUTS (PRODUCT/ SERVICE)
Key Resources (KR) – Product/ Service
E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE
Key Resources (KR) – Employees
GLOBAL VALUE CHAINFOR “BUSINESS MODEL
CANVAS”: GOALS Customer Value Proposition (VP) Revenue Streams (R$) Cost Structure (C$)
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION
Key Resources (KR) – Machinery
C: CUSTOMERS/CONSUMERS & RELATIONSHIPS
Customer Segments (CS)
Customer Relationships (CR)
GLOBAL VALUE CHAIN FOR “BUSINESS MODEL CANVAS”
Visually Observe Similarities and Differences Between Global Value Chain & Business Model Canvas
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN E: ENVIRONMENT Key Partners (KP) Record Companies Original Equipment Manufactur- ers (OEMs)
P: PROCESSES Key Activities (KA): Hardware Design Software Design Marketing
S: SUPPLIERS/MATERIALS
Key Resources (KR) – Suppliers
R: RETAILERS/DISTRIBUTORS/ CHANNELS
Channels (CH) iTunes Store www.apple.com Apple Stores Selected Retail Stores
O: OUTPUTS (PRODUCT/ SERVICE)
Key Resources (KR) – Product/ Service iPod Hardware iTunes Software Content & Agreements
E: EMPLOYEES/KNOWLEDGE ASSETS/CULTURE
Key Resources (KR) – Employees Staff Apple Brand
APPLE INC.: iPod (2001) Customer Value Proposition (VP): “A Thousand Songs in Your Pocket” Revenue Streams (R$): iPod Hard- ware; iTunes Store; Commissions Cost Structure (C$): Employees; Manufacturing; Marketing & Sales
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION
Key Resources (KR) – Machinery
C: CUSTOMERS/CONSUMERS & RELATIONSHIPS
Customer Segments (CS) Luxury Spot; Mass Market Customer Relationships (CR) “Lovemark” Switching Costs
GLOBAL VALUE CHAIN FOR APPLE INC.: iPod
Visually Observe Similarities and Differences Between Global Value Chain & Business Model Canvas
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) OUTCOME:FUTURE(DISRUPTIVE)BUS. MODEL
BUSINESS/GLOBAL VALUE CHAIN
GIVEN BUSINESS MODEL
E:Eliminate
R: Reduce/Replace
I: Increase
C: Create
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
Staff/Apple Brand
PROCESS(Bus. Process/ Strategies)
Hardware Design/ Software Design/Marketing
OUTPUTS:PRODUCT/SERVICE
iPod Hardware/ iTunes Software/Content & Agreements
RETAILERS/DISTRIB./CHANNELS
iTunes; apple.com; Apple Stores/Others
CONSUMERS/CUSTOMERS (Experience)
Luxury Spot/Mass Market
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Record Companies/Original Equipment Manufacturers (OEMs)/…
BUSINESS MODEL PIVOT FOR APPLE INC.: iPod - 2001 Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
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Market Segment (Customer Problem): ‘Fragmented’ Music ExperienceMission/Vision: “… Apple leads the digital music revolution. …”
HYPOTHESES PROBLEMS/PAIN (WEAKNESS-ES/THREATS)
GOALS/Objectives/Strategies/Tactics/ Initiatives/Projects
Key Metrics/ Performance Indicators/Targets
Business Experiences (Impacts)
Description of BUSINESS/GLOBAL VALUE CHAIN
Delight(Revenue)
Pain(Cost)
S: Suppliers
E: Employees/ Knowledge Assets
Staff/Apple Brand/
Staffing Cost
M: Machinery/ Infrastructure
Hardware Design/ Software Design/Marketing
P: Processes MarketingSales
Marketing CostSales Cost
O: Outputs(Product/Service)
iPod Hardware/ iTunes Software/Content & Agreements
R: Retailers/ Distributors/Channels
iTunes; apple.com;Apple Stores/Other Retailers
C: Consumers/Customers
Luxury Spot/Mass Market
High Revenue (Hardware)
E: Environment Record Companies/Original Equipment Manufacturers (OEMs)/…
Commissions
VALUE CHAIN(“SEMPORCE”)
BUSINESS ECOSYSTEM
Customer Value Proposition:“A Thousand Songs in Your Pocket”
BUSINESS VALUE(PROFIT MARGIN)
BUSINESS MODEL PLAN FOR APPLE INC.: iPod - 2001 Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
GURUS
Mission/Vision: “… Apple leads the digital music revolution. …” Market Segment (Customer Problem): ‘Fragmented’ Music Experience
FOCUS
BUSINESS/GLOBAL VALUE CHAIN
DESCRIPTION
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL MATRIX: Template Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
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Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS EVOLUTION OF BUSINESS MODEL IDEAL BUSINESS MODEL
BUSINESS/GLOBAL VALUE CHAIN
DESCRIPTION/INDUSTRY
PASTBUSINESS MODEL
PRESENTBUSINESS MODEL
FUTUREBUSINESS MODEL
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL EVOLUTION Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
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Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS BUSINESS MODEL LIFECYCLE: Five Stages in the Life of a Business Model
BUSINESS/GLOBAL VALUE CHAIN
DESCRIPTION/INDUSTRY
BIRTH GROWTH MATURITY DECLINE DEATH
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
Early Adopters/Innovators
Early Majority Late Majority Overserved/Underserved
Switchers
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
BUSINESS MODEL LIFECYCLE Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
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Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS BUSINESS MODEL (CUSTOMER/PRODUCT) DEVELOPMENT DASHBOARD LEARNING:Findings/ Insights/Deci-sions/Actions
BUSINESS/GLOBAL VALUE CHAIN
DESCRIPTION/INDUSTRY
BUSINESS MODEL PROB. & DISCOVERY
BUSINESS MODEL VALIDATION
BUSINESS MODEL EXECUTION
BUSINESSMODEL MANAGEMENT
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
Early Adopters/Innovators
Early Majority Late Majority Loyal/Overserved/Underserved
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
BUSINESS MODEL DEVELOPMENT (BMD) MATRIX: Template Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
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Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS BUSINESS MODEL (CUSTOMER/PRODUCT) DEVELOPMENT DASHBOARD LEARNING:Findings/ Insights/Deci-sions/Actions
BUSINESS/GLOBAL VALUE CHAIN
DESCRIPTION/INDUSTRY
BUSINESS MODEL PROB. & DISCOVERY
BUSINESS MODEL VALIDATION
BUSINESS MODEL EXECUTION
BUSINESSMODEL MANAGEMENT
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
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
OUTPUTS:PRODUCT/SERVICE
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
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
Early Adopters/Innovators
Early Majority Late Majority Loyal/Overserved/Underserved
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
BUSINESS MODEL DEVELOPMENT (BMD) MATRIX: Populated Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
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Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS BUSINESS MODEL TRENDS IN AN ECONOMY LEARNING:Findings/ Insights/Deci-sions/Actions
BUSINESS/GLOBAL VALUE CHAIN
DESCRIPTION/INDUSTRY
PHYSICALSECTOR
SOCIALSECTOR
KNOWLEDGESECTOR
SPIRITUAL SECTOR
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
BUSINESS MODEL TRENDS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
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Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS COMPETITORS/SECTOR/INDUSTRY FUTURE(DISRUPTIVE/IDEAL)BUS. MODEL
BUSINESS/GLOBAL VALUE CHAIN
GIVENBUS. MODEL
BUS. MODEL 1: BUS. MODEL 2: BUS. MODEL 3: BUS. MODEL …
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
INDUSTRY BUSINESS MODELS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
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Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS STRATEGY: How must the business model get there? Where must business model go?BUSINESS/
GLOBAL VALUE CHAINWhere currently is business model?
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL PLANNING Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
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Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
HYPOTHESES PROBLEMS/PAIN (WEAKNESS-ES/THREATS)
GOALS/Objectives/Strategies/Tactics/ Initiatives/Projects
Key Metrics/ Performance Indicators/Targets
Business Experiences (Impacts)
Description of BUSINESS/GLOBAL VALUE CHAIN
Delight(Revenue)
Pain(Cost)
S: Suppliers
E: Employees/ Knowledge Assets
M: Machinery/ Infrastructure
P: Processes
O: Outputs(Product/Service)
R: Retailers/ Distributors/Channels
C: Consumers/Customers
E: Environment
VALUE CHAIN(“SEMPORCE”)
BUSINESS ECOSYSTEM
Customer Value Proposition (Job To Be Done): BUSINESS VALUE(PROFIT MARGIN)
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
BUSINESS MODEL PLAN
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS PROCESS: SWOT Analysis FUTURE(DISRUPTIVE/IDEAL)BUS. MODEL
BUSINESS/GLOBAL VALUE CHAIN
GIVENBUS. MODEL
S:Strengths
W:Weaknesses
O:Opportunities
T:Threats
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL SWOT ANALYSIS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
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Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE(DISRUPTIVE/IDEAL)BUS. MODEL
BUSINESS/GLOBAL VALUE CHAIN
GIVENBUS. MODEL
E:Eliminate
R: Reduce/Replace
I: Increase
C: Create
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL PIVOT Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
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Market Segment (Customer Problem/Goal): ……………………….….…
FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE(DISRUPTIVE/IDEAL)BUS. MODEL
BUSINESS/GLOBAL VALUE CHAIN
GIVENBUS. MODEL
E:Eliminate
R: Reduce
I: Increase
C: Create
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
Waste/Defects Waste/Defects/Energy
Efficiency of Logistics/Digitalization/
Partnerships/Collaborations
ELEMENTS(EMPLOYEES/MACHINERY)
Unprofitable Assets/Obsolete equip-ment/machinery/Manual/Travel
Assets/Training/Staff/Compensation/Materials/Meals/Fuel/Travel/Location
Assets/IP/Training/Productivity/IT/Knowledge/ Motivation/Security
Assets/IP/Outsourcing/Competence/Platform
PROCESS(Bus. Process/ Strategies)
Delays/Complexity/Bottlenecks/Waste/Defects/Risks/ Uncertainties
Delays/Complexity/Bottlenecks/Waste/Risks/Uncertainties/Marketing/Debt
Efficiency/Speed/Agility/Flexibility/ Reliability/Accuracy/ Customization
Digitalization/Integration/Pricing unit/KPIs
OUTPUTS(PRODUCT/SERVICE)
Dissatisfiers: Cost/Concessions/Complexity/Delays/Aging
Delighters: QualityDissatisfiers: Cost/Maintenance/Range/Choice/Complexity
Dissatisfiers: CostDelighters/Value: Convenience/Prestige/Useability/Brand
Delighters: Theme/Thrill/Fun/Music/Art/Adventure
RETAILERS/DISTRIB./CHANNELS
Distribution outlets/ Retailers
Distribution outlets/Marketing/Ad.
Distribution outlets/Marketing/Ad./Service
Website/Word-of-mouth
CONSUMERS/CUSTOMERS (Experience)
Dissatisfiers:Pain/Objections/ Complaints
Dissatisfiers:Pain/Objections/ Complaints
Delighters/Key metrics: Quality/Pro-ductivity/Profitability
Demand/Goal: Niches/Exper./Crowdsourcing
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Industry barriers/ constraints/Competition/Risks/Threats/Uncertainties
Environmental Risks/Competition/Risks/Threats/Uncertainties/Environmental degradation
Profit (Margin)/ROI/Share price/Cash flow velocity/Tracking/Entry barriers/Env. Friendliness
Partnerships/Mergers/ Competitive Intelligence/ Threshold ev./ Entry barriers
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL PIVOT: Scenarios Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
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Market Segment (Customer Problem/Goal): Increase or Appropriately Reduce CUSTOMER VALUE QUOTIENT
GURUS
SYSTEM ADJACENT (PERIPHERAL/ALTERNATIVE) BUSINESS MODELS FUTURE(VISIONARY/ IDEAL)BUS. MODEL
BUSINESS/GLOBAL VALUE CHAIN
PRESENT/COREBUSINESS MODEL
Adjacency1:
Adjacency2:
Adjacency3:
Adjacency…
S: Suppliers
E: Employees/ Knowledge Assets
M: Machinery/ Infrastructure
P: Processes
O: Outputs(Product/Service)
R: Retailers/ Distributors/Channels
C: Consumers/Customers
E: Environment
VALUE CHAIN(“SEMPORCE”)
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): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS SIX SIGMA PROCESS
BUSINESS/GLOBAL VALUE CHAIN
C:Collect Info’
D:Define Problem
M:Measure
A:Analyze
G:Generate
I:Improve
C:Control
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE (Defects)
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
SIX SIGMA-BUSINESS MODEL MATRIX Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
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Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
FOCUS CUSTOMER DEVELOPMENT-BUSINESS MODELExpected vs. Actual Performance
LEARNING:Findings/Insights/ Decisions/ActionsBUSINESS/
GLOBAL VALUE CHAINCOMPANY VISION
CUSTOMER DISCOVERY
CUSTOMER VALIDATION
CUSTOMER CREATION
COMPANY BUILDING
INPUT (SUPPLIERS/ MATERIALS/ENERGY)
ELEMENTS(EMPLOYEES/MACHINERY)
PROCESS(Bus. Process/ Strategies)
OUTPUTS:PRODUCT/SERVICE
Minimum Product: Desirable/Viable/ Feasible
Product-Market Fit: Prototype/ Pilot/No-frills
Product-Solution Fit: Full Software/ Hardware
More Fully Featured Product
RETAILERS/DISTRIB./CHANNELS
CONSUMERS/CUSTOMERS (Experience)
Innovators Early Adopters(“Earlyvangelists”)
Early Majority Late Majority/Loyal
ENVIRONMENT - COMPETITORS (Industry)- PARTNERS (Complementors)- INVESTORS (Revenue/Cost)- PUBLIC/SOCIETY/Enemies- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
CUSTOMER DEVELOPMENT-BUSINESS MODEL (CDBM) MATRIX Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
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Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITEM
FOCUS
CUSTOMER DISCOVERY DASHBOARD
STATEMENT/FORMULATION OF HYPOTHESES RESULT LEARNING:Findings/ Insights/ Decisions/ ActionsBUSINESS/
GLOBAL VALUE CHAINJOBS/GOALS/STATEMENTS/QUESTIONS/ASSUMPTIONS MEDIA/
METRICS/ CRITERIA
Expected Perform-ance
Actual Perform-ance
S: SUPPLIERS
E: EMPLOYEES/KNOWLEDGE ASSETS/IP
M: MACHINERY/EQUIP./ FACILITY/INFRASTRUCTURE
P: PROCESSES
O: OUTPUTS (PRODUCT/SERVICE)
R: RETAILERS/DISTRIB./ CHANNELS
C: CONSUMERS/ CUSTOMERS
E: ENVIRONMENT/PUBLIC/COMPETITORS/INVESTORS/PARTNERS
CUSTOMER DISCOVERY-BUSINESS MODEL Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
GURUS
BUSINESS Upstream VALUE NETWORK (SUPPLY CHAIN OR “FOOD CHAIN”) Downstream
TOFROM
S:Suppliers
E:Employees
M:Machinery
P:Processes
O:Output
R: Retailers/Wholesalers/Distr.
C:Customers
E:Environment
S: Suppliers
E: Employees/ Knowledge Assets
M: Machinery/ Facility/Infra’
P: Processes
O: Outputs(Product/Service)
R: Retailers/ Distributors/Channels
C: Consumers/Customers
E: Environment
VALUE NETWORK(“SEMPORCE”)
Customer Value Proposition (Job To Be Done):
VALUE NETWORK-BUSINESS MODEL
Collaboratively Design Oh My God-Visijon, Strategies, Products, Services, and Business Models
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
PUBLISHER Upstream VALUE NETWORK (SUPPLY CHAIN OR “FOOD CHAIN”) Downstream
TOFROM
S:Suppliers
E:Employees
M:Machinery
P:Processes
O:Output
R: Retailers/Wholesalers/Distr.
C:Customers
E:Environment
S: Suppliers
E: Employees/ Knowledge Assets
M: Machinery/ Facility/Infra’
P: Processes Print books Stock/pack booksDet. allocations
O: Outputs(Product/Service)
Books Book inventory; Merchandise titles
R: Retailers/ Distributors/Channels
Establish identity
Ship books; Deliver orders; Dispose of returns
C: Consumers/Customers
Create demand
Articulate value Buy books
E: Environment
VALUE NETWORK(“SEMPORCE”)
Customer Value Proposition (Job To Be Done):
VALUE NETWORK-BUSINESS MODEL: Traditional Book Publisher
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CUSTOMER DEVELOPMENT FOR SCALABLE STARTUPSCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Theme: ………………………………………………………………………………………… Date: …………………..…..
CUSTOMER DEVELOPMENT FOR SCALABLE STARTUPS
GENERIC ACTIVITIES FOR CORE & PERIPHERAL INDUSTRIES CUSTOMER DISCOVERY
CUSTOMER VALIDA-TION
CUSTOMER CREATION
COM-PANY BUILD-ING
WISDOMSOURCING CANVAS
COLLABORATIVE PROBLEM SOLVING TASKS FORPROCESS/INDUSTRY/BUSINESS MODEL/PRODUCT
PROBLEM UNIVERSE:
GLOBAL PROBLEM MAPPING
Collect/Define/Measure/Verify Problems, Pains, andTrade-offs in System for Customer Segments/Personas
Organize/Group/Analyze Problems, Pains, and Trade-offs
Prioritize/Verify Big Urgent Market Pain (BUMP)
GOAL UNIVERSE:
GLOBAL GOAL & STRATEGY
MAPPING
Collect/Generate/Verify OMG-Goals, Objectives, Strategies, Tactics, Targets & Processes for Eliminating BUMP
Organize/Group/Generate a Hierarchy of OMG-Goals, Objectives, Strategies, Tactics, Targets & Processes
Prioritize/Verify OMG-Goals, Objectives, Strategies, Tactics, Targets & Processes and Synthesize into a Plan/Prototype
EXECUTION UNIVERSE:
GLOBAL STRATEGY EXECUTION
Implement, Control, and Validate Plan/Prototype Reflecting OMG-Goals, Objectives, Strategies, Tactics, Targets & ProcessesPrepare Project Charter and Form Project Team with Diverse Members (Customers and Non-customers)
Mission/Vision: …………………….………………………………………………….
GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CORE VALUES (Incentives/Penalties)
STAKEHOLDER IMPACTS [Profit (Margin); Revenue /Cost ;
Unit Price; Volume; Speed; Trade-off]
GOALS, OBJECTIVES, STRATEGIES & TACTICS
(PLAN)
CUSTOMER PROBLEM(BIG URGENT MARKET PROBLEM:
BUMP)
RESOURCES (GLOBAL VALUE CHAIN)
S: Suppliers E: Employees (Core Competencies) M: Machinery/Equipment/Facility P: Processes O: Output (Product/Service) R: Retailers/Distributors/Channels C: Consumer/Customer Segments E: Environment: Competitors, etc.
COMPANY BLUEPRINT (Version X)
MISSION/VISION
CUSTOMER VALUE PROPOSITION
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
Resegmented/Reframed/Low-cost
Market
Cost(Adoption Barrier; Complexity; Inaccessibility; Delay)
Existing High end-Market
Performance(Functionality;Quality)
KeyOMG-Experience:
Undesirable Experience:
GURUS Cost-Performance Map for ‘Market Types’ Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/Entirely New Market)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
KeyOMG-Experience:
Undesirable Experience:
CUSTOMER EXPERIENCE MAP: Template Collaboratively Collect, Organize, Prioritize, and ManageVision, Strategies, Products, Services, and Business Models
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/New Market)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
Cost-Quality MapFor Product/Service/Business Model
Where Currently is the System?/Why? Where Must the System go?/Why? How Will the System Get There?
KeyOMG-Experience:
Undesirable Experience:
Quality(Performance)
Cost(Price)
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/New Market)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
Cost-Differentiation MapVisually Describe, Analyze, and Manage Customer Experiences (in Space/Time)
KeyOMG-Experience:
Undesirable Experience:
Differentiation(Uniqueness)
Cost
Classic DIFFERENTIATION
Strategy
ClassicCOST LEADERSHIP
Strategy
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
“STUCK-IN-THE-MIDDLE”Strategy
Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/New Market)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
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)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
KeyOMG-Experience:
Undesirable Experience:
Differentiation(Uniqueness)
Risk
SCALEDifferentiated
Business Model
STANDARDIZEProduct/Service;
OUTSOURCE‘Peripherals’
TRANSFERResources and
EXIT
INVENTDifferentiated
Product/Service
GURUS Value Innovation Cycle 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/New Market)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
KeyOMG-Experience:
Undesirable Experience:
Differentiation(Uniqueness)
Risk
“PAPER” COMPANY(Luxury Spot)
“ROCK” COMPANY(Sweet Spot)
“SCISSORS” COMPANY(Disruption Spot)
GURUS Growth vs. Competition Cycle Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Growth
Competition
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/New Market)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
Customer IntimacyDISCIPLINE
Operational ExcellenceDISCIPLINE
Quality of Experience(Performance)
Cost
Product LeadershipDISCIPLINE
KeyOMG-Experience:
Undesirable Experience:
GURUS Value Discipline Map 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/New Market)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
Defect (Error; Waste; Delay;Complaint; Deviation from ‘Standard’;Delivery Time; Complexity)
ProcessSpeed(Agility; Flow;Efficiency;Effectiveness)
Lean-Six SigmaMETHODOLOGY
Six SigmaMETHODOLOGY
Lean ManufacturingMETHODOLOGY
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
KeyOMG-Experience:
Undesirable Experience:
Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/New Market)
Lean-Six Sigma Map Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic Choice
Novelty of Meaning(Interaction; Job; Utility; Want;Language; Style;Differentiation)
Technology Obsolescence(Maturity; Cycle; Evolution)
Game-changingMEANING/TOOL(Paradigm Shift)
EmergentMEANING/TOOL
GenericMEANING/TOOL
(Existing Paradigm)
StretchMEANING/TOOL
DisruptiveMEANING/TOOL
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
KeyOMG-Experience:
Undesirable Experience:
Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/New Market)
Meaning-driven Innovation Map Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN[HARMFUL EFFECT]
(+): DELIGHT[USEFUL EFFECT]
Disruption Spot
Luxury Spot
Strategic Choice
Undesirable Parameter(Cost; Size; Weight; Time; Defect; Rigidity; Quantity; Material; Complexity; Resource)
TRIZ Design(Win-Win) Strategy
Value Innovation
Conventional Design(Win-Lose) Strategy
Thinking-in-the-box
Optimization Design(Win-Neutral) Strategy
Optimization
Disruptive Design(‘Good Enough’) Strategy
Disruptive Innovation
DesirableParameter(Performance;Strength; Power;Reliability Quality;Accuracy;Speed; Content;Versatility)
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
KeyOMG-Experience:
Undesirable Experience:
Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/New Market)
Technical Innovation Map Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic ChoiceCash Cow
StarMarketGrowthRate
Commoditization(1 – Market Share)
Dog
Question Mark
KeyOMG-Experience:
Undesirable Experience:
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
Product Portfolio Map Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/New Market)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
KeyOMG-Experience:
Undesirable Experience:
GURUS
Sweet SpotBlue Ocean(“Practical Impossibility”)
Luxury Spot
Disruption Spot VolcanoOasis
Green Ocean Red OceanNo Man’s Island
CUSTOMER EXPERIENCE MAP: Descriptions Collaboratively Collect, Organize, Prioritize, and ManageVision, Strategies, Products, Services, and Business Models
3
10
6
3
6
10
Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/New Market)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
Big Urgent Market Pain
(BUMP)
BUMP MAPCollaboratively Discover or Identify Big Urgent Market Pain (BUMP)
Urgency(Need/Importance)of Solution
Size or Pervasiveness of Pain(Number of ‘Victims’ orCustomers & Non-customers)
GURUS
List of Stakeholders
Market Segment (Customer Problem/Goal): ………………………………………………………
Little Urgent Market Pain
(LUMP)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN
(+): DELIGHT 2
Emotional Delight(Branding/Differentiation; Customization)
Intellectual Pain(Complexity; Cost Inaccessibility;Processing Time)
(+): DELIGHT 1
Physical Delight(Functionality; Quality; Performance)
FutureMarketSpace
Existing MarketSpaceKey
OMG-Experience:
Undesirable Experience:
GURUS
Market (Customer Problem/Goal): ……………………………………………
Customer Value Cube Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
(-): PAIN 2
(+): DELIGHT 2
Value(Quality; Differentiation)
Waste(Cost; Time; Defect)
Lean Startup
(-): DELIGHT 1
Performance(Functionality)
FutureMarketSpace
Existing MarketSpaceKey
OMG-Experience:
Undesirable Experience:
GURUS
Market (Customer Problem/Goal): Lean Customer Development
LEAN STARTUP Cube Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
0 2 4 6 8 100
2
4
6
8
10
DELIGHT
PAIN
Customer Value Quotient (VEQ) = Weighted Delight/Weighted Pain = Utility Function= Slope of Customer Experience Curve
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
TRADE-OFF GRAPH: TemplateVisually Describe, Analyze, and Manage Customer Experiences & Trade-offs
Desirable Experience
Undesirable Experience
GURUS
Zero Trade-off(Ideal Tool/New Market Disruption/Singularity)
Market Segment (Customer Problem/Goal): ………………………………………………………………………..…
0 2 4 6 8 100
2
4
6
8
10
DELIGHT( Differentiation; Quality)
PAIN(Cost)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Classic Competitive Strategies Graph Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
CONVENTIONAL THINKING(“Higher quality, higher cost”)
“Stuck in the
Middle”
Classic Differentiation(“Short head”/
“20-80”/High Profit
Margin)Classic Cost Leadership
(“Long Tail”/Low Profit Margin)
Desirable Experience
Undesirable Experience
GURUS
Zero Trade-off(Ideal Tool/New Market Disruption/Singularity)
Market Segment (Customer Problem/Goal): Competitive Advantage
Customer Value Quotient (CVQ) = Weighted Delight/Weighted Pain = Utility Function= Slope of Customer Experience Curve
0 2 4 6 8 100
2
4
6
8
10
DELIGHT( Knowledge;Quantity)
PAIN(Cost; Price)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Knowledge Advantage Graph Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
DEMAND CURVE (When price decreases, demand increases)
KNOWLEDGE ADVANTAGE CURVE(‘Long-term Demand Curve’)
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………………………..…
Zero Trade-off(Ideal Tool/New Market Disruption/Singularity)
Customer Value Quotient (VVQ) = Weighted Delight/Weighted Pain = Utility Function= Slope of Customer Experience Curve
0 2 4 6 8 100
2
4
6
8
10
DELIGHT(Quantity)
PAIN(Price)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Price-Quantity (Demand & Supply) Graph Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
DEMAND CURVE (When price decreases, consumer increases demand)
SUPPLY CURVE(When price increases, supplier increases quantity)
Market Segment (Customer Problem/Goal): ………………………………………………………………………..…
Zero Trade-off(Ideal Tool/New Market Disruption/Singularity)
GURUS
Customer Value Quotient (VVQ) = Weighted Delight/Weighted Pain = Utility Function= Slope of Customer Experience Curve
0 2 4 6 8 100
2
4
6
8
10
Illustrating Moore’s Law as an Instance of Evolution Towards ‘Zero Trade-off’DELIGHT (Transistors)
PAIN(Size)
CEQ = 8/1= 8
Customer Experience Quotient (CEQ) = Weighted Delight/Weighted Pain Function of (Transistors/Size)= Slope of Customer Experience Curve
CEQ = 4/1= 4
CEQ = 2/1= 2
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Moore’s Law GraphCollaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market (Customer Goal): Integrated Circuit Board
GURUS
Zero Trade-off(Ideal Tool/New Market Disruption/Singularity)
E: ENVIRONMENT
• Competitors/Econ./Complementors• Partners: Distribution Channels• Investors• Public/Society/Enemies• Government/NGOs/Environment
GLOBAL VALUE CHAIN FOR BLUE OCEAN
Customer Value Proposition::
[REVENUE/COST]
P: PROCESS CHAIN/GOALS
Ambidextrous Business Model Experimentation: Fast and Low-cost Failures; Big (Disruptive) Wins Unique Technology (IP); Agile Process Mass Customization; Just-in-Time
R: RETAILERS/DISTRIBUTORS/ CHANNELS/INTERFACE Online Business/Store Offline: Superstores; Franchises Real-time Transaction of Orders Integrated Channel Management
E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE Highly Productive and Creative Discovery-driven Learning Customer Development/Lean Startup Fast Decisions Ambidextrous Org.: De-/Centralized
C: CONSUMERS/CUSTOMERS
Long-tail (80/20) Consumers/ Customers Short-head (20/80) Consumers/ Customers; Online Support
O: OUTPUTS/PRODUCT/SERVICE
High Quality; Feature-differentiated High Differentiation; Recognizable Brand; Unique Design Low Price or Free; Widely Accessible Self-service
S: SUPPLIERS/MATERIALS
Real-time Integrated Scheduling/ Shipping/Warehouse Management External Co-creators Cheaper Supplies: Raw Materials
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION Informal Ambience/Atmosphere Advanced Technology Platform: Automation Massive/Scalable Infrastructure Modular Architecture: Interoperable
KEY
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow)
Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow)
GURUSBLUE OCEAN-BUSINESS MODEL
Collaboratively Expand Market and Become Uncontested Leader in Emerging Fast-growing Industry
E: ENVIRONMENT
• Competitors/Econ./Complementors• Partners: Distribution Channels• Investors• Public/Society/Enemies• Government/NGOs/Environment
GLOBAL VALUE CHAIN FOR DISRUPTION SPOT
Customer Value Proposition::
[REVENUE/COST]
P: PROCESS CHAIN/GOALS
Standardization; Modularization Process Improvement & Waste Min. Optimization/Outsourcing/Innovation Customer Development; Lean Startup Process Improvement & Waste Red.
R: RETAILERS/DISTRIBUTORS/ PROMOTION CHANNELS
Online Business/Store Offline: Superstores/Franchises: Low Cost, High Volume-Products/ Services
E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE Centralized Organization Productivity and Process-focused Lower Paid Employees Vertical Teams/Structured Jobs “Cultivation/Control” Culture
C: CONSUMERS/CUSTOMERS
Mass Market: Overserved/Unserved Early/Fast Adopters; Pragmatists ‘Good Enough’ or Minimum Customer Service
O: OUTPUTS/PRODUCT/SERVICE
Simple-to-use Product/Service ‘Good Enough’ Functionality/Quality Low/Discounted Price Widely Available; Fast-moving
S: SUPPLIERS/MATERIALS
Low-price and Quality-Compliant Suppliers Contracted/Outsourced Suppliers
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION Cost-reduction Platform High Quality/Scalable IT Architecture Optimized Plant Capacity/Infra’ High Asset Utilization Low Rent/Suburban Location
KEY
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow)
Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow)
GURUSDISRUPTION SPOT-BUSINESS MODEL
Collaboratively Expand Market and Become Uncontested Leader in Emerging Fast-growing Industry
E: ENVIRONMENT
• Competitors/Industry/Economy• Partners/Complementors• Investors: Large Capital Investment• Public/Society/Enemies• Government/NGOs/Environment
GLOBAL VALUE CHAIN FOR LUXURY SPOT
Customer Value Proposition:
[REVENUE/COST]
P: PROCESS CHAIN/GOALS
Customer Experience-Driven/Inno. Customer Relationship Management Outstanding Marketing/Branding Excellent R & D/Product Engineering Selective Customization
R: RETAILERS/DISTRIBUTORS/ PROMOTION CHANNELS Few Stores: High Cost, Low Volume- Products/Services Exclusive Access
E: EMPLOYEES/KNOWLEDGE ASSETS/ CULTURE Decentralized Organization High Level of Employee Creativity Design/Solutions-Competence Intimate Knowledge of the Consumer Organic/“Collaboration” Culture
C: CONSUMERS/CUSTOMERS
Personalized Interaction/Experience: High Touch, High Feel; Co-creation Customer Experience Segmentation Superior Customer Support High end Customers: Conservative
O: OUTPUTS/PRODUCT/SERVICE
Rare Product/Service; Premium Price High Performance; High Quality Highly Recognized Brand; Extension Feature-rich; High Profit Margin Prestigious; Cool Factor; Social Aura
S: SUPPLIERS/MATERIALS
Novel/Unique Materials
M: MACHINERY/EQUIPMENT/ FACILITY/LOCATION
Highly Innovative/Disruptive Technology Luxury Ambience High Rent; Premium/Urban Location
KEY
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow)
Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow)
GURUSLUXURY SPOT-BUSINESS MODEL
Collaboratively Expand Market and Become Uncontested Leader in Existing Fast-growing Industry
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Selection Criteria:Needs & Barriers COMPETITORS
Function/Content/Perf./Knowledge
Quality/ Reliability/Accuracy/Efficiency
Brand/Emotion/Style/Aura/Prestige
Customization/ Personalization/Interactivity/Entertainment
Cost (Price)
Inaccessibility/Unavailability/ Inflexibility/Friction/Scale
Complexity/ Difficulty/Support/Range/Risk
Process Time/Delay/Age
WEIGHT (IMPORTANCE)
Given Business/ Product:
CORE COMPETITORS(Core Industry)
PERIPHERAL COMPETITORS(Peripheral Ind.)
REMOTECOMPETITORS(Remote Ind.)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Mission/Vision: …………………….………………………………………………….
GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
CUSTOMER EXPERIENCE OF COMPETITORS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Selection Criteria:Needs & Barriers CURVES
Function/Content/Perf./Knowledge
Quality/ Reliability/Accuracy/Efficiency
Brand/Emotion/Style/Aura/Prestige
Customization/ Personalization/Interactivity/Entertainment
Cost (Price)
Inaccessibility/Unavailability/ Inflexibility/Friction/Scale
Complexity/ Difficulty/Support/Range/Risk
Process Time/Delay/Age
WEIGHT (IMPORTANCE)
Given Business/ Product:
CUSTOMER EXPERIENCECURVES
10
8
6
4
2
0
Mission/Vision: …………………….………………………………………………….
Key -> 1: Low level; 10: Extraordinary level of experience Customer Value Quotient (CVQ) = Weighted Delight/Weighted Pain
CUSTOMER EXPERIENCE CURVES Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business ModelsGURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Mission/Vision: …………………….………………………………………………….
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Selection Criteria:Needs & Barriers TACTICS
Function/Content/Perf./ Knowledge
Quality/ Reliability/Accuracy/Efficiency
Brand/Emotion/Style/Aura/Prestige
Customization/ Personalization/Interactivity/Fun/Entertain.
Cost (Price/Weight/ Material)
Inaccessibility/Unavailability/ Inflexibility/Friction/Scale
Complexity/ Difficulty/Support/RiskRange/Shape
Process Time/Delay/Age
WEIGHT (IMPORTANCE)
Av. Competitor:
Chief Competitor:
Given Business/ Product:
E: Eliminate
R: Reduce
I: Increase
C: Create
CUSTOMER EXPERIENCE TACTICS Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business ModelsGURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
4 VALUE INNOVATION SUPERHEROES
(ARCHETYPAL THINKING ROLES)FOR
TARGETED OBJECTS/RESOURCES: System, Elements, Attributes, Processes& Supersystem/Industry/Environment
4 VALUE INNOVATION SUPERHEROESFOR THE BLUE OCEAN STARTUP
E: ELIMINATOR
Has the Power to Remove totally Skip Discard Destroy Introduce Zero/Void/Vacuum
Has all tools and gadgets for ELIMINATING objects
R: REDUCER
Has the Power to Remove partially; Streamline Trim; Prune; Downsize; Make Lean Minify; Miniaturize Separate; Standardize; Replace Divide; Segment
Has all tools and gadgets for REDUCING objects
C: CREATOR:
Has the Power to Make (a)symmetrical/opposite Reverses Combine; Integrate Replace; Universalize Create Fields/Forces/Feedback Substitute; Transform; Restructure Use Another Dimension Hybridize/Bisociate
Has all tools and gadgets for CREATING objects
I: INCREASER
Has the Power to Add; Multiply; Magnify; Mutate Merge; Nest Introduce Interface; Cushion; Stretch; Extend Diversify Use Additional Components
Has all tools and gadgets for INCREASING objects
ITENN4 PART-WISDOMSOURCING MAP 5 PART-WISDOMSOURCING MAP
1 PART-WISDOMSOURCING MAP
CLASSIC VERTICAL MAP PAIN-DELIGHT MAP
2 PART-WISDOMSOURCING MAP
WISDOMSOURCING MAPS:
Family of Wisdomsourcing Maps (Zoomable Idea Organizers) for Facilitating Collaboration, Ideas
Management, Creativity, and Customer Problem Solving
3 PART-WISDOMSOURCING MAP
CLASSIC HORIZONTAL MAP
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
WISDOMSOURCING MAPS FOR THE BLUE OCEAN STARTUP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
HorizontalWisdomsourcing Map
VerticalWisdomsourcing Map
Pain-DelightWisdomsourcing Map
Classic Family of Wisdomsourcing Maps: Parent and 8 Children
Parent (Child: Mini-Wisdomsourcing Map)
Collect Ideas:Flexibly & Efficiently List/Brainstorm/
Document/Storyboard Ideas in Cluster
Organize Ideas:Outline/Deconstruct; Classify/Collate/
Analyze/Synthesize Ideas in Cluster
Prioritize Ideas:Rate/Rank/Sort/Classify/Compare/
“Analogize”/“Bisociate” Ideas in Cluster
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CLASSIC WISDOMSOURCING MAPS Family of Fractal Idea Organizers for Collaborative Creativity, Problem-solving, Decision-making, and Learning
THE INFINITE WISDOMSOURCING MAP
Collaboratively and Fractally Organize All Information in the Universe: Past, Present, and Future
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Level 0
Mini-Wisdomsourcing Map(Building Block, Atom, Seed, or Screen)
Super Wisdomsourcing Map: 3x3 Classic Wisdomsourcing Map
Level 1
Level 2
Zooming Out of Space
(Time)
Zooming In Space
(Time)
Classic Wisdomsourcing Map: 3x3 Mini-Wisdomsourcing Map
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CLASSIC HORIZONTAL MAP
Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
ITENN
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CLASSIC VERTICAL MAP
Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
(-): PAIN
(+): DELIGHTDisruption Spot
Luxury Spot
Strategic Choice
KeyOMG-Experience:
Undesirable Experience:
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space(Ideal Market/Ideal Impossibility/Ideal Tool/Ideal Universe/New Market)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CLASSIC PAIN-DELIGHT MAP
Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
ABOUT THE INVENTOR/AUTHOR
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Inventor of over 40 Tools for The Wisdomsourcing Trilogy – Facilitating work in the areas of Business Model Development Business and Strategic Planning Product & Service Innovation Performance Management
Inventor of “The Fractal Grid”This technology, which has US andInternational patent-pending, can beused for visually organizing and Prioritizing massive amounts of information such as in search engines, social networks, andother communities on the Internet
Visual Problem Solver Speaker & Consultant on
Business Model Development Inventor of The Wisdomsourcing
Trilogy, a Customer Problem Solv-ing Suite for Collaboratively Designing Oh My God-Strategies, Products, and Business Models
Founder of the WisdomsourcingGroup, an online Global Think Tankfor collaboratively improvingcustomer experiences and resolvingtough dilemmasOrganizer & Coordinator of Wisdom-sourcing survey involving over 200 professionals from over 30 countries
CONTACT
Dr. Rod King: California, USACell: (559) 248-6230
[email protected]://twitter.com/RodKuhnKing
B. Eng. (Hons) in Civil Eng. Master of Infrastructure Planning Ph.D. in Regional Dev. Planning Postgraduate Certificate in
Advanced Academic Studies Over 20 years of experience in
creative problem solving formulti-disciplinary projects
Dr. Rod KingVisual Problem Solver,
Inventor & Magician Inventor of first software that
wholly invents magic tricks Inventor of several magic tricks Author of “Trickanalyzing the
Close-up Magic of David Copperfield” & several articles
Winner of several championships in chess and table-tennis
Founder and former CEO of Galaxy IT, Inc., a venture-financed visual search engine business
Major contributor on creativity to the multi-author book, “Research Methods for Postgraduates”
Former Lecturer
BIOGRAPHICAL SKETCH Background Information on Dr. Rod King, Creator of Business Model Development (BMD)
GURUS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
• Rod King (2009)• Global Collaboration• Visual Problem Solving• Practical Impossibility Thinking• Wisdomsourcing Maps• Wisdomsourcing Canvas• Customer Experience Map (Pain-Delight Evaluation of Trade-off)• Wisdomsourcing Deck• Manifesto for Wisdomsourcing Game
• Alex Osborne (1953)• Rules for Brainstorming – No criticism during idea generation• ‘Blue Sky’ Thinking and Ideas
• Jeff Howe (2006)• Crowdsourced Goods and Information Products• Off-site Tools for Strategic Analysis and ProblemSolving
• ‘Ad hoc’ Group• Unlimited Number of Volunteers• Peer Production; Documentation• Open Innovation and Value Chain• Prosumers: Consumers who participate like employees/producer in a business• Competitions; Contests; Prizes• Recognition; Reputation
• Organic Process• Online Collaboration• Collaborative Idea Generation• 1D-Evaluation; Voting
• Myriad Generated Ideas
• Offline• 1 Physical Location• Formal Group
WISDOMSOURCING3.
CROWDSOURCING 2.
1.BRAINSTORMING
EVOLUTION OF WISDOMSOURCINGGURUS
Got Business Model Problems?
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
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FREE & INTERACTIVE One-stop Toolkit:
“Business Model Developmentfor Blue Ocean Startups”
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