#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluKon Gain: (Un)Known Customer Segments Processes/ AcKviKes Internal Resources Inputs/ Partners Channels & RelaKon ships Product/ Service PROFIT (Key Metrics) COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions Mul:ple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii 1 3 5 7 9 i ii iii iv v vi vii viii Value Engine: Value Innova:onfocus (ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy CircusTheater Adults Corporate Clients Family Children Ticket Office FacetoFace Radio TV; Other Media Newspapers Fringe FesDvals Employees FaciliDes/ Equipment/Rent MarkeDng & Sales BOS: Six Principles Four AcDons F’work E: Eliminate Star Performers/ Animal Shows/ Aisle Concessions/ Mul:ple Arenas R: Reduce Fun & Humor/Thrill & Danger I: Increase Unique Venue C: Create Theme/ Music & Dance/ Mul:ple Prodn High Profit Margin Ticket Sale (Premium) Low Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) DecisionMaking Dashboard DecisionMaking Dashboard
Cirque du Soleil's BLUE OCEAN STRATEGY: One-page Story of How Cirque du Soleil Used a Business Model Yacht to Sail to the Blue Ocean
Jan 23, 2015
In 2005, W. Chan Kim & R. Mauborgne published "Blue Ocean Strategy." This book has sold over 2 million copies and is translated in over 40 languages. Lean Startups need Blue Ocean Strategy. However, over 99% of readers are struggling with how to translate Blue Ocean Theory into practice. The Business Model Yacht provides a visual tool for translating every aspect of Blue Ocean Theory & Strategy into a practice of iterative problem finding and solving as well as execution as in the Lean Startup approach. Here's a Business Model Yacht that visually tells the Red Ocean Disruption (ROD) story of Cirque du Soleil.
One advantage of using a Business Model Yacht diagram is that the Strategy Canvas, Blue Ocean Strategy, and Tactics (4 ERIC actions) as well as Business (Profit/Revenue) Model can all be shown on a single page.
http://goo.gl/YH8qJ0
One advantage of using a Business Model Yacht diagram is that the Strategy Canvas, Blue Ocean Strategy, and Tactics (4 ERIC actions) as well as Business (Profit/Revenue) Model can all be shown on a single page.
http://goo.gl/YH8qJ0
Welcome message from author
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Transcript
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluKon Gain: (Un)Known
Customer Segments
Processes/ AcKviKes
Internal Resources
Inputs/ Partners
Channels & RelaKon-‐ ships
Product/ Service
PROFIT (Key Metrics)
COST (STRUCTURE)
REVENUE (STREAMS)
Price
Star Performers
Concessions
Mul:ple Arenas
Fun & Humor
Thrill & Danger
Unique Venue
Theme/ Music & Dance/…
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
Value Engine: Value Innova:on-‐focus
(ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy
q Circus-‐Theater
q Adults q Corporate Clients q Family q Children
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals
q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales
BOS: Six Principles
Four AcDons F’work q E: Eliminate Star
Performers/ Animal Shows/ Aisle Concessions/ Mul:ple Arenas
q R: Reduce Fun & Humor/Thrill & Danger
q I: Increase Unique Venue
q C: Create Theme/ Music & Dance/ Mul:ple Prodn
High Profit Margin
q Ticket Sale (Premium)
Low Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluKon Gain: (Un)Known
Customer Segments
Processes/ AcKviKes
Internal Resources
Inputs/ Partners
Channels & RelaKon-‐ ships
Product/ Service
PROFIT (Key Metrics)
COST (STRUCTURE)
REVENUE (STREAMS)
Price
Star Performers
Concessions
Mul:ple Arenas
Fun & Humor
Thrill & Danger
Unique Venue
Theme/ Music & Dance/…
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
Value Engine: Value Innova:on-‐focus
(ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy
q Circus-‐Theater
q Adults q Corporate Clients q Family q Children
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals
q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales
BOS: Six Principles
Four AcDons F’work q E: Eliminate Star
Performers/ Animal Shows/ Aisle Concessions/ Mul:ple Arenas
q R: Reduce Fun & Humor/Thrill & Danger
q I: Increase Unique Venue
q C: Create Theme/ Music & Dance/ Mul:ple Prodn
High Profit Margin
q Ticket Sale (Premium)
Low Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard
In this PresentaDon, Cirque du Soleil’s Blue Ocean Strategy
is Featured Using A Business Model Yacht
Invented by Dr. Rod King, a Business Model Yacht refers to a Kmeline-‐storymap for comprehensively documenKng, analyzing, planning, strategizing about, execuKng, and managing a business model (as well as value chain or any project) in space and Kme.
Industry/Market/Customer Goal (Job To Get Done): ………………………………..………………….
1 2 3 4 5
(To Do/Vision) (Done) (Doing)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..………………….
1 2 3 4 5
(To Do/Vision) (Done) (Doing)
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluKon Gain: (Un)Known
#VCYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluKon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine
(ProposiDon/Strategy)
Customer Segments
Processes/ AcKviKes
Internal Resources
Inputs/ Partners
Channels & RelaKon-‐ ships
Product/ Service
I n n o v a t I o n A c c co u n t i n g
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
PROFIT (To Do/Vision) (Done) (Doing)
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluKon Gain: (Un)Known
What are soluKons/ 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 (soluDon/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/EmoDonal/Spiritual Hierarchy)?
1
2
3
4
5
6
87 9
10
COST (STRUCTURE)
REVENUE (STREAMS)
PROFIT
Example
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluKon Gain: (Un)Known
Customer Segments
Processes/ AcKviKes
Internal Resources Channels
& RelaKon-‐ ships
Product/ Service
q Ticket Sale (Premium) COST
(STRUCTURE) REVENUE (STREAMS)
Value Engine: Value Innova:on-‐focus
(ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy
q Employees q Brand/Culture q FaciliDes/ Equipment/ MulDple ProducDons
q Circus-‐Theater Entertainment
q ArDsDc Show
q Circus-‐Theater
q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales
q Agents for ArDsts
q Suppliers
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
PROFIT (To Do/Vision) (Done) (Doing)
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluKon Gain: (Un)Known
Customer Segments
Processes/ AcKviKes
Internal Resources Channels
& RelaKon-‐ ships
Product/ Service
q Ticket Sale (Premium) COST
(STRUCTURE) REVENUE (STREAMS)
Value Engine: Value Innova:on-‐focus
(ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy
q Employees q Brand/Culture q FaciliDes/ Equipment/ MulDple ProducDons
q Circus-‐Theater Entertainment
q ArDsDc Show
q Circus-‐Theater
q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales
q Agents for ArDsts
q Suppliers
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
PROFIT (To Do/Vision) (Done) (Doing)
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluKon Gain: (Un)Known
Customer Segments
Processes/ AcKviKes
Internal Resources Channels
& RelaKon-‐ ships
Product/ Service
q Ticket Sale (Premium) COST
(STRUCTURE) REVENUE (STREAMS)
Value Engine: Value Innova:on-‐focus
(ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy
q Employees q Brand/Culture q FaciliDes/ Equipment/ MulDple ProducDons
q Circus-‐Theater Entertainment
q ArDsDc Show
q Circus-‐Theater
q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales
New Entrants (Startups)
SubsD-‐tutes
(Incumbents)
q Agents for ArDsts
q Suppliers
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
PROFIT (To Do/Vision) (Done) (Doing)
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluKon Gain: (Un)Known
Customer Segments
Processes/ AcKviKes
Internal Resources Channels
& RelaKon-‐ ships
Product/ Service
q Ticket Sale (Premium) COST
(STRUCTURE) REVENUE (STREAMS)
Value Engine: Value Innova:on-‐focus
(ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy
q Employees q Brand/Culture q FaciliDes/ Equipment/ MulDple ProducDons
q Circus-‐Theater Entertainment
q ArDsDc Show
q Circus-‐Theater
q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales
New Entrants (Startups)
SubsD-‐tutes
(Incumbents)
Outdoor
Sports/Games
Theater
Musical
(Electronic Games)
q Agents for ArDsts
q Suppliers
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
PROFIT (To Do/Vision) (Done) (Doing)
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluKon Gain: (Un)Known
Customer Segments
Processes/ AcKviKes
Internal Resources Channels
& RelaKon-‐ ships
Product/ Service
q Ticket Sale (Premium) COST
(STRUCTURE) REVENUE (STREAMS)
Value Engine: Value Innova:on-‐focus
(ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy
q Employees q Brand/Culture q FaciliDes/ Equipment/ MulDple ProducDons
q Circus-‐Theater Entertainment
q ArDsDc Show
q Agents for ArDsts
q Suppliers
q Circus-‐Theater
q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales
New Entrants (Startups)
SubsD-‐tutes
(Incumbents)
Comple-‐mentors
Influenc-‐ers
Outdoor
Sports/Games
Theater
Musical
(Electronic Games)
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
PROFIT (To Do/Vision) (Done) (Doing)
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluKon Gain: (Un)Known
Customer Segments
Processes/ AcKviKes
Internal Resources Channels
& RelaKon-‐ ships
Product/ Service
q Ticket Sale (Premium) COST
(STRUCTURE) REVENUE (STREAMS)
Value Engine: Value Innova:on-‐focus
(ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy
q Employees q Brand/Culture q FaciliDes/ Equipment/ MulDple ProducDons
q Circus-‐Theater Entertainment
q ArDsDc Show
q Circus-‐Theater
q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales
Forces Against
Forces For
q Agents for ArDsts
q Suppliers
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
PROFIT (To Do/Vision) (Done) (Doing)
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluKon Gain: (Un)Known
Customer Segments
Processes/ AcKviKes
Internal Resources Channels
& RelaKon-‐ ships
Product/ Service
q Ticket Sale (Premium) COST
(STRUCTURE) REVENUE (STREAMS)
Value Engine: Value Innova:on-‐focus
(ProposiDon: “We Reinvent the Circus”) Blue Ocean Strategy
q Employees q Brand/Culture q FaciliDes/ Equipment/ MulDple ProducDons
q Circus-‐Theater Entertainment
q ArDsDc Show
q Circus-‐Theater
q Employees q FaciliDes/ Equipment/Rent q MarkeDng & Sales
S: Strengths
O: Opportuni-‐
Des
W: Weaknesses
T: Threats
q Agents for ArDsts
q Suppliers
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesDvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
PROFIT (To Do/Vision) (Done) (Doing)
Stage/Tollgate Theme/Project
1. ConcepKon
(Problem/JTGD)
2. Pretotype (ChaoDc)
3. Prototype (Complex)
4. Pilot
(Complicated)
5. Full Scale (Simple)
NATURE Fill a Niche/DNA: Solve Problem/
Resolve Trade-‐off in Ecosystem
RINGLING BROS.
Red Ocean Circus: Create/Launch a
Classic Circus Business “The Greatest Show on
Earth”
Classic Traveling Circus
Tollgate Criteria (Level of Interest)
CIRQUE DU SOLEIL
Blue Ocean Circus: Create/Launch a Circus-‐Theater; “We Reinvent the
Circus”
Traveling Street Performers: 2 No.
Traveling Street Performers: Small Ensemble
Traveling Circus-‐Theater: Large Ensemble
Resident Circus-‐Theater with Own/Permanent Venue for Entertainment
Tollgate Criteria (Level of Interest)
Every Great Idea or Industry Sails Through a Lifecycle of 5 Stages
RED OCE
AN BLU
E OCEAN
SoluKon Gain: (Un)Known
#VCYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
Make extraordinary profit (margin)
Disrupt a leading product/service/business model to create a really different and valuable experience
Develop, test, and validate a massive level of customer interest (for each stage of the idea lifecycle)
1 2
3
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
Method (Strategy)
Every Great Idea Sails Through a Lifecycle of 5 Stages
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
1. CONCEPT
(PROBLEM/IDEA)
2. PRETOTYPE
3. PROTOTYPE
4. PILOT
5. FULL SCALE
RED OCEAN
(ExisKng) COMPETITORS
1 2 3 4 5
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/EmoKonal/Spiritual Hierarchy)?
PROBLEM Prob What are problems/pains/barriers/obstacles?
VALUE VP What is the big urgent problem/pain (soluKon/benefit)?
INPUT KP What are key inputs/partners?
INTERNAL RESOURCES
KR What are internal resources (people; infra’; technology)?
PROCESS KA What are key acCviCes or processes of the organizaCon?
SOLUTION Soln What are soluKons/gains/benefits?
Enterprise Periodic Table (EPT) of Business Model Elements: 10 QuesDons 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] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
1
2
3
4
5
6
8
7
9
10
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 QuesDons 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] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
1
2
3
4
5
6
8
7
9
10
#VCYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluKon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine
(ProposiDon/Strategy)
Customer Segments
Processes/ AcKviKes
Internal Resources
Inputs/ Partners
Channels & RelaKon-‐ 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
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
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