Download as PDF, PPTX
Uploaded byRod King, Ph.D.
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
The document outlines a five-stage lifecycle for great ideas, including concept, pretotype, prototype, pilot, and full scale. It introduces the concept of a 'business model yacht,' which serves as a project management tool that helps organizations create, deliver, and share value while navigating uncertainties. Key themes involve addressing market challenges, strategies, and innovation processes, with a focus on transitioning from 'red ocean' (existing competition) to 'blue ocean' (new market spaces).
More Related Content
Similar to THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool
- 1. Every Great Idea Sails Through a Lifecycle of 5 Stages #BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing 1. CONCEPT (PROBLEM/IDEA) 2. PRETOTYPE 3. PROTOTYPE 4. PILOT 5. FULL SCALE 1 2 3 4 5
- 2. Every Great Idea Sails Through a Lifecycle of 5 Stages #BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing 1. CONCEPT (PROBLEM/IDEA) 2. PRETOTYPE 3. PROTOTYPE 4. PILOT 5. FULL SCALE RED OCEAN (ExisYng) COMPETITORS 1 2 3 4 5
- 3. Every Great Idea Sails Through a Lifecycle of 5 Stages #BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing 1. CONCEPT (PROBLEM/IDEA) 2. PRETOTYPE 3. PROTOTYPE 4. PILOT 5. FULL SCALE Product-‐ Market Fit: Build-‐ Measure-‐ Learn 1 2 3 4 5
- 4. Every Great Idea Sails Through a Lifecycle of 5 Stages #BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing 1. CONCEPT (PROBLEM/IDEA) 2. PRETOTYPE 3. PROTOTYPE 4. PILOT 5. FULL SCALE 1 2 3 4 5
- 5. A Business Model Yacht Is A Universal Project Management Tool (Red Ocean Disrup?on (ROD) Storyboard) That Shows A Chain of Elements That an OrganizaYon Uses To Create, Deliver, and Share Value
- 6. The Business Model Yacht Can Be Regarded As a Means, Vehicle, Tool, or HolisCc System for IteraCvely Pursuing Any Mission, Vision, Goal, ObjecYve, Strategy, and/or Target Especially Under CondiYons of Great Uncertainty
- 7. The Working Space of a Business Model Yacht Is Divided Into 3 SecCons and Focuses on 3 Adventure Ques?ons: * Problem Space (“Red Ocean” QuesYon): Where currently are we? * Method Space (“Vehicle”; Strategy QuesYon): How must we get (are we geKng) there? * SoluYon Space (“Blue Ocean” QuesYon): Where must we go?
- 8. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. RED OCEAN BLUE OCEAN #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Where currently are we? Where must we go? How must we get there? Method (Strategy)
- 9. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known #BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Where currently are we? Where must we go? How must we get there? Problem Pain: (Un)Known Method (Strategy)
- 10. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Where currently are we? Where must we go? Problem Pain: (Un)Known Method (Strategy)
- 11. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Where currently are we? Where must we go? Problem Pain: (Un)Known Method (Strategy)
- 12. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known System Structure Performance Structure #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Where currently are we? Where must we go? Problem Pain: (Un)Known Method (Strategy)
- 13. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known System Structure Performance Structure #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Method (Strategy)
- 14. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing TOTAL BRAIN Method (Strategy)
- 15. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Strategy Method (Strategy)
- 16. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Method (Strategy) Leader (Visionary/Strategist/Accountant)
- 17. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Method (Strategy) Leader (Visionary/Strategist/Accountant): Why?
- 18. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Why? Method (Strategy)
- 19. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Innova8on Accoun8ng (“Pivot or Persevere”) Method (Strategy)
- 20. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing A: Aspira?ons Method (Strategy)
- 21. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Value Method (Strategy)
- 22. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing BENEFIT-‐COST (Key Metrics) COST (STRUCTURE) BENEFIT (STREAMS) VALUE
- 23. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing PROFIT (Key Metrics) COST (STRUCTURE) REVENUE (STREAMS) VALUE
- 24. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ VP + -‐ #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
- 25. Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ VP + -‐ #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
- 26. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ VP + -‐ PS KP KR KA CS CH & CR
- 27. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ VP + -‐
- 28. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiCon/Strategy) PROFIT (Key Metrics)
- 29. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiCon/Strategy) Customer Segments Processes/ AcYviYes Internal Resources Inputs/ Partners Channels & RelaYon-‐ ships Product/ Service PROFIT (Key Metrics)
- 30. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiCon/Strategy) Customer Segments Processes/ AcYviYes Internal Resources Inputs/ Partners Channels & RelaYon-‐ ships Product/ Service u LEARN u MEASURE u BUILD PROFIT (Key Metrics)
- 31. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiCon/Strategy) Customer Segments Processes/ AcYviYes Internal Resources Inputs/ Partners Channels & RelaYon-‐ ships Product/ Service u LEARN u MEASURE Engagement/ Acquisi?on/Ac?va?on/ Reten?on/Referral/Revenue u BUILD PROFIT (Key Metrics)
- 32. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiCon/Strategy) Customer Segments Processes/ AcYviYes Internal Resources Inputs/ Partners Channels & RelaYon-‐ ships Product/ Service u LEARN u BUILD u MEASURE I n n o v a t I o n A c c co u n t i n g Engagement/ Acquisi?on/Ac?va?on/ Reten?on/Referral/Revenue PROFIT (Key Metrics)
- 33. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiCon/Strategy) Customer Segments Processes/ AcYviYes Internal Resources Inputs/ Partners Channels & RelaYon-‐ ships Product/ Service u LEARN u BUILD u MEASURE I n n o v a t I o n A c c co u n t i n g Pretotype/Prototype/Pilot/ Full Scale Big Urgent Market Problem (BUMP) Engagement/ Acquisi?on/Ac?va?on/ Reten?on/Referral/Revenue PROFIT (Key Metrics)
- 34. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiCon/Strategy) Customer Segments Processes/ AcYviYes Internal Resources Inputs/ Partners q HR Management q Firm Infrastructure q Technology Development q Procurements q Inbound LogisCcs q OperaCons q Outbound LogisCcs q MarkeCng & Sales q Service Channels & RelaYon-‐ ships Product/ Service PROFIT (Key Metrics)
- 35. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiCon/Strategy) Customer Segments Processes/ AcYviYes Internal Resources Inputs/ Partners Channels & RelaYon-‐ ships Product/ Service PROFIT (Key Metrics) Blue Ocean Strategy: Six Principles 1. Reconstruct market bound-‐ aries (6 paths) 2. Focus on big picture (4 steps) 3. Reach beyond exis8ng demand 4. Get the strategic sequence right 5. Overcome key org. hurdles 6. Build execu8on into strategy Four AcCons F’work
- 36. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiCon/Strategy) Customer Segments Processes/ AcYviYes Internal Resources Inputs/ Partners Channels & RelaYon-‐ ships Product/ Service PROFIT (Key Metrics)
- 37. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiCon/Strategy) Customer Segments Processes/ AcYviYes Internal Resources Inputs/ Partners Channels & RelaYon-‐ ships Product/ Service PROFIT (Key Metrics)
- 38. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiCon/Strategy) Customer Segments Processes/ AcYviYes Internal Resources Inputs/ Partners Channels & RelaYon-‐ ships Product/ Service New Entrants (Startups) SubsC-‐ tutes (Incumbents) PROFIT (Key Metrics)
- 39. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiCon/Strategy) Customer Segments Processes/ AcYviYes Internal Resources Inputs/ Partners Channels & RelaYon-‐ ships Product/ Service New Entrants (Startups) SubsC-‐ tutes (Incumbents) Comple-‐ mentors Influenc-‐ ers PROFIT (Key Metrics)
- 40. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiCon/Strategy) Forces Against Forces For Customer Segments Processes/ AcYviYes Internal Resources Inputs/ Partners Channels & RelaYon-‐ ships Product/ Service PROFIT (Key Metrics)
- 41. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiCon/Strategy) S: Strengths O: Opportuni-‐ Ces W: Weaknesses T: Threats Customer Segments Processes/ AcYviYes Internal Resources Inputs/ Partners Channels & RelaYon-‐ ships Product/ Service PROFIT (Key Metrics)
- 42. ELEMENT ICON DESCRIPTION SYMBOL THEME: CUSTOMER CS PRODUCT PS CHANNEL CH/CR GOAL/JOB JTGD PROBLEM Prob VALUE VP INPUT KP INTERNAL RESOURCES KR PROCESS KA SOLUTION Soln Enterprise Periodic Table (EPT) of Business Model Elements: 10 QuesCons For Visually Designing and Using Tools Such as Brainstorming, Experiment Board, Business Model Canvas, Lean Canvas, Value Chain, and SIPOC Process Diagram #BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing 1 2 3 4 5 6 8 7 9 1 0
- 43. ELEMENT ICON DESCRIPTION SYMBOL THEME: QUESTION CUSTOMER CS Who is the customer? PRODUCT PS What is the product/service? CHANNEL CH/CR How is the product/service delivered to customer? GOAL/JOB JTGD What is the customer’s main goal (Job To Get Done: Physical/Intellectual/EmoYonal/Spiritual Hierarchy)? PROBLEM Prob What are problems/pains/barriers/obstacles? VALUE VP What is the big urgent problem/pain (soluYon/benefit)? INPUT KP What are key inputs/partners? INTERNAL RESOURCES KR What are internal resources (people; infra’; technology)? PROCESS KA What are key ac8vi8es or processes of the organiza8on? SOLUTION Soln What are soluYons/gains/benefits? Enterprise Periodic Table (EPT) of Business Model Elements: 10 QuesCons For Visually Designing and Using Tools Such as Brainstorming, Experiment Board, Business Model Canvas, Lean Canvas, Value Chain, and SIPOC Process Diagram #BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing 1 2 3 4 5 6 8 7 9 1 0
- 44. #BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ VP + -‐ What are soluYons/ gains/benefits? Who is the customer? What are problems/ barriers/obstacles? How is product/service delivered to customer? What is the product/service? What is the customer’s main goal (Job To Get Done: Physical/Intellectual/EmoConal/Spiritual Hierarchy)? What is the big urgent problem/pain (soluCon/benefit)?
- 45. #BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ VP + -‐ What are soluYons/ gains/benefits? Who is the customer? What are problems/ barriers/obstacles? How is product/service delivered to customer? What is the product/service? What are key ac?vi?es or processes of the organiza-‐ ?on? What are internal resources (people; infra’; tech-‐ nology)? What are key inputs/ partners? What is the customer’s main goal (Job To Get Done: Physical/Intellectual/EmoConal/Spiritual Hierarchy)? What is the big urgent problem/pain (soluCon/benefit)?
- 46. #BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ VP + -‐ What are soluYons/ gains/benefits? Who is the customer? What are problems/ barriers/obstacles? How is product/service delivered to customer? What is the product/service? What is the big urgent problem/pain (soluCon/benefit)? What are key ac?vi?es or processes of the organiza-‐ ?on? What are internal resources (people; infra’; tech-‐ nology)? What are key inputs/ partners? What is the customer’s main goal (Job To Get Done: Physical/Intellectual/EmoConal/Spiritual Hierarchy)? 1 2 3 4 5 6 87 9 1 0
- 47. Business Model Yacht Discover and Solve Customer Problems Beaer, Faster, and Cheaper IntroducYon Today, startups as well as established organizaCons are struggling to discover and solve customer problems in a Cmely manner. On the one hand, tools such as brainstorming and lateral thinking are relaCvely simple to use but produce low quality soluCons. On the other hand, tools such as the Six Sigma methodology, Lean Startup method, and TRIZ generate high quality soluCons but take a long Cme to understand and effecCvely apply. Mastery of these lajer tools is also Cme-‐consuming and expensive. ObjecYve The Business Model Yacht is designed as a simple customizable storyboard that eliminates the trade-‐off of Complexity vs. Quality in tools such as brainstorming, lateral thinking, TRIZ, Six Sigma methodology, and the Lean Startup method. The Business Model (BM) Yacht can be considered as a “Wisdomsourcing” Board for collaboraCvely organizing and managing ideas while rapidly solving customer problems. Delight The Business Model Yacht helps people to bejer, faster, and cheaper solve problems. There are 8 levels of proficiency in using the Business Model (BM) Yacht. The first level of proficiency focuses on use of the BM Yacht as a problem discovery tool. At this first level, the BM Yacht can be learned and applied within 30 minutes especially as a tool for visually collecCng ideas on the Voice of the Customer. At the eighth level, use of the BM Yacht focuses on developing ideas on the evoluCon of business model ecosystems. Use of the BM Yacht at interme-‐ diate levels ranges from product innovaCon, industry analysis, business model innovaCon to performance management. Procedure (for Level 1 of the Business Model Yacht) 1. Make a large (A1 size) printout or drawing of the template for the Business Model (BM) Yacht and place it on a table or wall. 2. Write out a descripCon of the Customer Goal or “Job To Get Done”. 3. Describe or list each problem (preferably using Post-‐It notes) under the Problem Space or “Red Ocean” on len hand side. 4. Choose the most important problem. (Why is the selected problem regarded as the most important? What are impacts of problem?) 5. Generate, under the SoluCon Space or “Blue Ocean”, ideas for solving the most important problem. (Hint: Use analogical thinking.) 6. Select the highest quality soluCon that can be rapidly implemented as well as which has the least cost. References Kim, W.C.; Mauborgne, R. (2004) Blue Ocean Strategy. Massachusejs: Harvard Business Review Press. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
- 48. ITENN Level 4: BUS. PROBLEM SOLVING q 4 Elements of Good Strategy q Six Sigma Methodology q Theory of Constraints q Customer Dev. Stack q Lean Startup Method Level 5: VALUE CHAIN STRATEGY q Value Chain (Analysis) q 5 Forces; Env. Analysis q 3 Generic Strategies q DisrupYve InnovaYon Theory q Blue Ocean Strategy/Canvas Level 1: PROBLEM DISCOVERY q Voice of the Customer; NPS q Trade-‐offs; SWOT Analysis q Red Ocean Strategy Canvas q 4 Problem Archetypes; BUMP q Product/Market Matrix Level 7: BUS. MODEL EXECUTION q HolisYc System Resources q Core Competences q Resource-‐Based View q Balanced Scorecard; Kanban q Prototype/Pilot/Full Scale Level 8: ECOSYSTEM EVOLUTION q 9 Windows (MulYscreen) q Business Model Dashboard q Nested S-‐Curve; WarGaming q Value Network EvoluYon q EvoluYon of Shared Value Level 2: PROBLEM ANALYSIS q 5 Whys; AnalyYcal Hierarchy q Root-‐cause Analysis: Fishbone q SIPOC Process; Pre-‐mortem q Universal System Structure q FuncYonal Analysis Diagram THE BUSINESS MODEL YACHT o Uses; Areas of ApplicaCon o Associated Concepts/Tools o Taxonomy of Tools for Problem Finding & Solving Level 3: IDEA GEN./EVALUATION q (Visual) Brainstorming q E.R.I.C. TacYcs (“4 AcCons”) q SCAMPERR Technique; ASIT q TRIZ: Ideal Final Result (IFR) q Mission/Vision; Pretotype Level 6: BUS. MODEL STRATEGY q Value Net; Lean Canvas q Business Model Canvas/Env. q Business Model Storyboard q “SPARC” Yacht/Framework q PESTLIED Events & Trends #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing 8 LEVELS AND USES OF BUSINESS MODEL YACHT (Taxonomy of Problem-‐Based Strategy & Learning) Sense and Respond to Customer Problems Beaer, Faster, and Cheaper
- 49. Problem-‐Based Strategy and Learning (PBSL) Roadmap Select/Reflect on a Path or Program for Rapidly Sensing and Responding to Big Urgent Market Problems (BUMPs) BUSINESS MODEL HIERARCHY (Unit of Analysis/ReDesign) LEVEL OF PBSL (Deliverable) Supersystem (Economy; Macro-‐ environment) Environment (Industry; Market) System (Enterprise/Value Chain; Product/Service) Visionary/ Conceptual Problem Solving (Feasible Pretotype) 1. PROBLEM DISCOVERY 2. PROBLEM ANALYSIS 3. IDEA GENERATION/ EVALUATION Strategic Problem Solving (Viable Prototype; Viable Pilot) 4. BUSINESS PROBLEM SOLVING 5. VALUE CHAIN STRATEGY 6. BUSINESS MODEL STRATEGY TacCcal/ Op. Problem Solving (Profitable Full-‐scale) 7. BUSINESS MODEL EXECUTION Scenario Thinking 8. ECOSYSTEM EVOLUTION #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
- 50. 4 Problem Archetypes Product/Market Matrix #BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing PROBLEM (Market Trade-‐off/Size) SOLUTION (Product Features) Known Unknown Known Simple System (Tame; Closed; Well-‐structured) Complex System Unknown Complicated System ChaoYc System (Wicked; Open; Ill-‐structured)
- 51. 4 HolisYc Strategies Product/Market Matrix #BMYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing PROBLEM (Market Trade-‐off/Size) SOLUTION (Product Features) Known Unknown Known Unknown PRETOTYPE PROTOTYPE PILOT FULL SCALE
- 52. Stage/Tollgate Theme/Project 1. ConcepYon (Problem/JTGD) 2. Pretotype (ChaoCc) 3. Prototype (Complex) 4. Pilot (Complicated) 5. Full Scale (Simple) NATURE Fill a Niche/DNA: Solve Problem/ Resolve Trade-‐off in Ecosystem ANIMAL/ LIVING ORGANISM S?mulus/Idea/ Fer?lized Egg Forma?on/ Embryo/Foetus Early Growth/ Infant Growth/ Adult Maturity/ Old Age (Decline) PROJECT/ EXPERIMENT Problem/Goal Hier-‐ archy/Voice of User Prefeasibility Study/Experiment Ini?al Feasibility Study/Experiment Interim Feasibility Study/Experiment Final Feasibility Study/Execu?on BOOK/ RESEARCH REPORT Literature Review/ Fieldwork/ Theme/Topic/Title Outline/Table of Content/Abstract/ Synopsis/Pre-‐order Execu?ve Summary/ One-‐Page Summary/ Chapter Summary Manuscript/ Galley Copy of Book Final Book (for Publica?on) WEBSITE DEVELOPMENT Problem To Be Solved/ Job To Get Done (JTGD)/Ideas Pretotype/Pre-‐Order/ Fake Offer/Landing Page/Ads/Video Prototype Website Pilot Website/ Video Tutorial Full Scale Website PRODUCT DESIGN/ BUSINESS MODEL PLANNING Problem/Idea/ Tagline/ Vision/Mission/Pitch Value Proposi?on/ Strategy (Canvas)/ Tac?c/Ad/Fake It Minimum Viable Product/Simula?on/ Ini?al Level of Interest Pilot Product/ Ongoing Interest/ One-‐Page Plan Full Scale Product/ Strategic Plan/ Business Plan FILM/TV SHOW Theme/ Title/Headline/ High Concept Plot/ Synopsis/Checklist/ Sketch/Poster Outline/ Storyboard/Video/ Movie Trailer/Shot Script/ Pre-‐screening Screenplay/ Full Launch/ Public Viewing TRANSPORTATION Travel: Faster, Safer, Free FINANCING/SALE Obtain Capital/ Funding/Financing Own Fund/Adv. Sale/ Rent/Crowdfunding Angel Funding (in stages) Seed Funding (in stages) Venture Funding/ Bank Funding Every Great Idea or Industry Sails Through a Lifecycle of 5 Stages
- 53.
- 54. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiCon/Strategy) Customer Segments Processes/ AcYviYes Internal Resources Inputs/ Partners Channels & RelaYon-‐ ships Product/ Service q Customer Segment Pivot q Customer Need Pivot q Channel Pivot q Zoom-‐in Pivot q Zoom-‐out Pivot q Plaiorm Pivot q Technology Pivot q Value Capture Pivot q Engine of Growth Pivot q Business Architecture Pivot PROFIT (Key Metrics)
- 55. The TheoreYcal Framework of The Business Model Yacht Is HolisYc Problem Solving (HPS) Which Encapsulates ScienCfic Problem Solving HolisYc Problem Solving (HPS) has 3 Levels q Visionary/Conceptual Problem Solving q Strategic Problem Solving q TacCcal/OperaConal Problem Solving
- 56. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors) Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ + -‐ PS KP KR KA CS CH & CR VP
- 57. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors) Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ + -‐ PS KP KR KA CS CH & CR q Big/clunky music players q Complex: difficult to use q Small song storage VP
- 58. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors) Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ + -‐ PS KP KR KA CS CH & CR q Big/clunky music players q Complex: difficult to use q Small song storage q Ultra-‐portable digital music player q Simple: easy to use q Large song storage VP
- 59. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors) Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ + -‐ PS KP KR KA CS CH & CR q Big/clunky music players q Complex: difficult to use q Small song storage q Ultra-‐portable digital music player q Simple: easy to use q Large song storage q “A Thousand Songs in Your Pocket” q Seamless Music XP q iPod Hardware
- 60. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors) Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ + -‐ PS KP KR KA CS CH & CR q Big/clunky music players q Complex: difficult to use q Small song storage q Ultra-‐portable digital music player q Simple: easy to use q Large song storage q “A Thousand Songs in Your Pocket” q Seamless Music XP q iPod Hardware q High Profit Margin q Extraordinary Profit q Performance Metrics
- 61. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known Value Engine (ProposiCon/Strategy) Customer Segments Processes/ AcYviYes Internal Resources Inputs/ Partners Channels & RelaYon-‐ ships Product/ Service Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors) P$ C$ R$ + -‐
- 62. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known Value Engine (ProposiCon/Strategy) Customer Segments Processes/ AcYviYes Internal Resources Inputs/ Partners Channels & RelaYon-‐ ships Product/ Service Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors) P$ C$ R$ + -‐ q Big/clunky music players q Complex: difficult to use q Small song storage
- 63. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known Customer Segments Processes/ AcYviYes Internal Resources Inputs/ Partners Channels & RelaYon-‐ ships Product/ Service Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors) q “A Thousand Songs in Your Pocket” q Seamless Music XP q iPod Hardware q Big/clunky music players q Complex: difficult to use q Small song storage q Ultra-‐portable digital music player q Simple: easy to use q Large song storage C$ R$ + -‐ P$ q High Profit Margin q Extraordinary Profit q Performance Metrics
- 64. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): Listen to music (at home/work/outdoors) Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ + -‐ q Staff/ Employees q Brand/Culture q IP q Infrastructure: IT q Luxury Spot Strategy q Hardware/ Sonware Design q MarkeCng & Sales q Record companies q OEMs q Apple.com; Big Box Retailer q iTunes Store; Retail stores q Online/Face-‐to-‐Face; Lock-‐in q Luxury Spojer: Listen to music everywhere q Customer Habit Engine q Staff/Employees q Manufacturing/Infra’ q MarkeCng & Sales q iPod Hardware q iTunes q Commissions q High Profit Margin q Extraordinary Profit q Performance Metrics q “A Thousand Songs in Your Pocket” q Seamless Music XP q iPod Hardware q Big/clunky music players q Complex: difficult to use q Small song storage q Ultra-‐portable digital music player q Simple: easy to use q Large song storage Channels & RelaYon-‐ ships Product/ Service Processes/ AcYviYes Internal Resources Inputs … Customer Segments
- 65. RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Where currently are we? Where must we go? How must we get there? Problem Pain: (Un)Known Industry/Market/Customer Goal (Job To Get Done): Improve innovaCon and performance of organizaCon Method (Strategy)
- 66. RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): Improve innovaCon and performance of organizaCon CURRENT INNOVATION/PERFORMANCE FUTURE INNOVATION/PERFORMANCE Where currently are we? Where must we go? How must we get there? Problem Pain: (Un)Known Method (Strategy)
- 67. RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): Improve innovaCon and performance of organizaCon Where currently are we? Where must we go? Problem Pain: (Un)Known CURRENT INNOVATION/PERFORMANCE FUTURE INNOVATION/PERFORMANCE Method (Strategy)
- 68. RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ VP + -‐ #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): Improve innovaCon and performance of organizaCon Where currently are we? Where must we go? Problem Pain: (Un)Known CURRENT INNOVATION/PERFORMANCE FUTURE INNOVATION/PERFORMANCE
- 69. RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ VP + -‐ #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): Improve innovaCon and performance of organizaCon Where currently are we? Where must we go? Problem Pain: (Un)Known CURRENT INNOVATION/PERFORMANCE FUTURE INNOVATION/PERFORMANCE PS KP KR KA CS CH & CR
- 70. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ VP + -‐ Industry/Market/Customer Goal (Job To Get Done): Improve innovaCon and performance of organizaCon CURRENT INNOVATION/PERFORMANCE FUTURE INNOVATION/PERFORMANCE Where currently are we? Where must we go?
- 71. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ VP + -‐ Industry/Market/Customer Goal (Job To Get Done): Improve innovaCon and performance of organizaCon CURRENT INNOVATION/PERFORMANCE FUTURE INNOVATION/PERFORMANCE
- 72. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known C$ R$ P$ VP + -‐ Industry/Market/Customer Goal (Job To Get Done): Improve innovaCon and performance of organizaCon CURRENT INNOVATION/PERFORMANCE FUTURE INNOVATION/PERFORMANCE Lack of shared purpose, mission, and vision Emphasis on technical features of products rather than customer experiences Thinking in “silos” No common language or framework for facilita?ng innova?on Unar?culated values/culture Unclear Business Model/Strategy
- 73. #VCYacht. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Industry/Market/Customer Goal (Job To Get Done): ……………………………………………….…………………………. Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluYon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine (ProposiCon/Strategy) Customer Segments Channels & RelaYonships Product/Service Processes/ AcYviYes Internal Resources Inputs/ Partners Lack of shared purpose, mission, and vision Emphasis on technical features of products rather than customer experiences Thinking in “silos” No common language or framework for facilita?ng innova?on Unar?culated values/culture Unclear Business Model/Strategy PROFIT (Key Metrics)
- 74.