#VPGen. Dr. Rod King. [email protected]& h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Innovator Marketer Accountant 3ACT BUSINESS MODEL STORYBOARD for Apple’s Classic iPod An Informa*on Rich Pla1orm for Rapid Business Model Prototyping, Strategy, Valida*on, and Execu*on
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The Rich 3-Act Business Model STORYBOARD: Rapid Business Model Prototyping, Strategy, Validation, and Execution
Despite the recent proliferation in business model representation, business model visualization is relatively poor and still fraught with many problems. I’ve observed 10 Business Model Problems, each problem of which has been solved by the “3-Act Business Model Network,” a simple and information-rich platform for visualizing, organizing, integrating, discussing, innovating on, testing, evaluating, benchmarking, and managing business models as well as stories.
In brief, the 3-Act Business Model Network provides an all-in-one platform for facilitating not only business model prototyping, strategy, validation, and execution but also story prototyping, testing, and management. Using the “rich” 3-Act Business Model Network, you could achieve great savings in time, cost, and energy while holistically prototyping and managing business models as well as inspirational stories of change.
To facilitate use of the 3-Act Business Model Network, the tool is applied to the business model of Apple’s iPod; see http://goo.gl/zdZ05f
Below is a list of 10 problems that plague other representations of a business model.
This document is posted to help you gain knowledge. Please leave a comment to let me know what you think about it! Share it to your friends and learn new things together.
Transcript
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Innovator
Marketer
Accountant
3-‐ACT BUSINESS MODEL STORYBOARD for Apple’s Classic iPod An Informa*on Rich Pla1orm for Rapid Business Model Prototyping, Strategy, Valida*on, and Execu*on
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Innovator
Marketer
Accountant
3-‐ACT BUSINESS MODEL STORYBOARD for Apple’s Classic iPod An Informa*on Rich Pla1orm for Rapid Business Model Prototyping, Strategy, Valida*on, and Execu*on
JOB TO GET DONE
Sa*sfy Demand Create Demand Generate Profit
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Innovator
Marketer
Accountant
3-‐ACT BUSINESS MODEL STORYBOARD for Apple’s Classic iPod An Informa*on Rich Pla1orm for Rapid Business Model Prototyping, Strategy, Valida*on, and Execu*on
JOB TO GET DONE
Sa*sfy Demand Create Demand Generate Profit
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Innovator
Marketer
Accountant
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD for Apple’s Classic iPod An Informa*on Rich Pla1orm for Rapid Business Model Prototyping, Strategy, Valida*on, and Execu*on
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Innovator (Product)
Marketer (Customer)
Accountant (Profit)
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD for Apple’s Classic iPod An Informa*on Rich Pla1orm for Rapid Business Model Prototyping, Strategy, Valida*on, and Execu*on
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD for Apple’s Classic iPod An Informa*on Rich Pla1orm for Rapid Business Model Prototyping, Strategy, Valida*on, and Execu*on
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD for Apple’s Classic iPod An Informa*on Rich Pla1orm for Rapid Business Model Prototyping, Strategy, Valida*on, and Execu*on
Product/Value ProposiUon q iPod Hardware
q “A Thousand Songs in Your Pocket”
Channels & RelaUonships q www.apple.com q Apple Retail Stores q iTunes Store q Big Box Retailers
Customer/Job-‐To-‐Get-‐Done q Luxury SpoDer q “Blue Ocean” XP q Listen to Music Everywhere q Bulky players; small storage
Inputs/Partners q Original Equipment Manu. q Record Companies
Internal Resources q Staff/Employees q Brand/Culture q IP
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD for Apple’s Classic iPod An Informa*on Rich Pla1orm for Rapid Business Model Prototyping, Strategy, Valida*on, and Execu*on
Product/Value ProposiUon q iPod Hardware
q “A Thousand Songs in Your Pocket”
Channels & RelaUonships q www.apple.com q Apple Retail Stores q iTunes Store q Big Box Retailers
Customer/Job-‐To-‐Get-‐Done q Luxury SpoDer q “Blue Ocean” XP q Listen to Music Everywhere q Bulky players; small storage
Inputs/Partners q Original Equipment Manu. q Record Companies
Internal Resources q Staff/Employees q Brand/Culture q IP
Revenue (Delight): High Items (Sources/Streams) q iPod Hardware q iTunes Store q Commissions
PROFIT (VALUE): High q High Profit Margin q Extraordinary Profit q Luxury Spot Strategy Ent. Industry: Music (Share)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD for Apple’s Classic iPod An Informa*on Rich Pla1orm for Rapid Business Model Prototyping, Strategy, Valida*on, and Execu*on
Product/Value ProposiUon q iPod Hardware
q “A Thousand Songs in Your Pocket”
Channels & RelaUonships q www.apple.com q Apple Retail Stores q iTunes Store q Big Box Retailers
Customer/Job-‐To-‐Get-‐Done q Luxury SpoDer q “Blue Ocean” XP q Listen to Music Everywhere q Bulky players; small storage
Inputs/Partners q Original Equipment Manu. q Record Companies
Internal Resources q Staff/Employees q Brand/Culture q IP
Revenue (Delight): High Items (Sources/Streams) q iPod Hardware q iTunes Store q Commissions
PROFIT (VALUE): High q High Profit Margin q Extraordinary Profit q Luxury Spot Strategy Ent. Industry: Music (Share)
(Problem
-‐SoluQ
on Fit; Produ
ct-‐M
arket F
it)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD for Apple’s Classic iPod An Informa*on Rich Pla1orm for Rapid Business Model Prototyping, Strategy, Valida*on, and Execu*on
Product/Value ProposiUon q iPod Hardware
q “A Thousand Songs in Your Pocket”
Channels & RelaUonships q www.apple.com q Apple Retail Stores q iTunes Store q Big Box Retailers
Customer/Job-‐To-‐Get-‐Done q Luxury SpoDer q “Blue Ocean” XP q Listen to Music Everywhere q Bulky players; small storage
require(s) delight(s)
require(s) delight(s)
Inputs/Partners q Original Equipment Manu. q Record Companies
Internal Resources q Staff/Employees q Brand/Culture q IP
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD for Apple’s Classic iPod An Informa*on Rich Pla1orm for Rapid Business Model Prototyping, Strategy, Valida*on, and Execu*on
Product/Value ProposiUon q iPod Hardware
q “A Thousand Songs in Your Pocket”
Channels & RelaUonships q www.apple.com q Apple Retail Stores q iTunes Store q Big Box Retailers
Customer/Job-‐To-‐Get-‐Done q Luxury SpoDer q “Blue Ocean” XP q Listen to Music Everywhere q Bulky players; small storage
require(s)
require(s)
Inputs/Partners q Original Equipment Manu. q Record Companies
Internal Resources q Staff/Employees q Brand/Culture q IP
“[A] business model makes it possible for you to gain a comprehensive and realisQc understanding of how to make money.” Larry Bossidy and Ram Charan in the book, “ConfronQng Reality”
Why Use “Business Model” As Unit of Analysis?
Law of the 3-‐Act Business Model Although Stories, Businesses, Business Models, Living Systems, and Other OrganizaUons Appear Different on the Surface, Every Story, Enterprise, Business Model, Living System, or OrganizaQon on the Planet Has the Same Fractal “DNA” Structure Which Consists of a Network of 3 “Acts” or Sub-‐models: v Value CreaUon Act: System
v Value ProposiUon Act: Environment (Local/Global)
v Value Sharing (Profit) Act: Impact or Trade-‐off (Pain; Delight)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
ENVIRONMENT (Local/Global)
Law of the 3-‐Act Business Model: Storyboard of Paradigm for Universal System Modeling
IMPACT or TRADE-‐OFF (-‐/+)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
SYSTEM (Object/Tool/Business Model)
ENVIRONMENT (Local/Global)
Law of the 3-‐Act Business Model: Storyboard of Paradigm for Universal System Modeling
IMPACT or TRADE-‐OFF (-‐/+)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
3-‐ACT BUSINESS MODEL
ENVIRONMENT (Local/Global)
IMPACT or TRADE-‐OFF (-‐/+)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
Law of the 3-‐Act Business Model: Storyboard of Paradigm for Universal System Modeling
ENVIRONMENT (Local/Global)
IMPACT or TRADE-‐OFF (-‐/+)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
Law of the 3-‐Act Business Model: Storyboard of Paradigm for Universal System Modeling
Innovator’s PerspecQve
Marketer’s PerspecQve
Investor’s PerspecQve
ENVIRONMENT (Local/Global)
IMPACT or TRADE-‐OFF (-‐/+)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
FITNESS? FITNESS?
Law of the 3-‐Act Business Model: Storyboard of Paradigm for Universal System Modeling
Innovator’s PerspecQve
Marketer’s PerspecQve
Investor’s PerspecQve
FITNESS?
Product Customer Profit
ENVIRONMENT (Local/Global)
IMPACT or TRADE-‐OFF (-‐/+)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL: How?
VALUE PROPOSITION MODEL: What?
VALUE SHARING (PROFIT) MODEL:
Why?
Law of the 3-‐Act Business Model: Storyboard of Paradigm for Universal System Modeling
IMPACT or TRADE-‐OFF (-‐/+)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL: How?
VALUE PROPOSITION MODEL: What?
VALUE SHARING (PROFIT) MODEL:
Why?
Bargaining Pow
er of Sup
pliers
Bargaining Pow
er of C
ustomers
Threat of New Entrants
Threat of SubsUtute Products or Services
Porter’s 5 Forces for Industry Profitability & Fitness Analysis
Law of the 3-‐Act Business Model: Storyboard of Paradigm for Universal System Modeling
IMPACT or TRADE-‐OFF (-‐/+)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL: How?
VALUE PROPOSITION MODEL: What?
VALUE SHARING (PROFIT) MODEL:
Why?
4 Global Environment Forces for External Fitness Analysis Indu
#VPGen. Dr. Rod King. [email protected] & hDp://businessmodels.ning.com & hDp://twiDer.com/RodKuhnKing
Market Segment (Job-‐To-‐Get-‐Done/Goal; Product/Tool): Entertainment Industry (Music): Listen to music
“Insane” Happiness (Value) Ideal Final Result (IFR) Infinite Shared Happiness “Invisible Hand”
“Businesses will increasingly find themselves dealing with external forces they didn’t foresee. To seize opportuniQes or defend themselves, they’ll have to change faster and more oPen. But what should a business change? How much should it change, how soon and how fast?” Larry Bossidy and Ram Charan in the book, “ConfronQng Reality”
What to Change?
More …
q HOLISTIC BUSINESS-‐MODEL Problem
q UNILEVEL BUSINESS-‐MODEL Problem
q SHARED VALUE Problem
INCOHERENT BUSINESS-‐MODEL-‐LOGIC Problem Logical relaQonships of how a business makes money are either incoherent or not shown in nearly all representaQons of a business model. ExisQng business model diagrams are staQc.
ASSUMPTION-‐FORMULATION-‐AND-‐TESTING Problem The process of formulaQng and tesQng assumpQons (hypotheses/proposal/ plans) of a business model is currently unsystemaQc and whimsical.
EXTERNAL BUSINESS-‐MODEL-‐ INTEGRATION Problem ExisQng business model representa-‐Qons do not easily integrate with the large body of knowledge in Strategic Management, Startups, Product InnovaQon, and Project Planning.
BUILDING-‐BLOCK-‐OVERLOAD Problem It is brain-‐unfriendly to present 9 or more building blocks at a single level. Many people feel overwhelmed and cannot remember to reproduce the building blocks of a business model.
10 BUSINESS MODEL PROBLEMS THAT YOU CAN IMMEDIATELY
ELIMINATE
Use 3-‐Act Business Model Storyboard to Solve the Following Problems …
PERFORMANCE MANAGEMENT Problem Nearly all business model diagrams are not directly integrated with the tool of the Balanced Scorecard. Business model diagrams are hardly used for managing business model performance.
TOWER-‐OF-‐BABEL Problem Too many “unique” frameworks and languages for business model visualizaQon. The frameworks are oPen contradictory and don’t speak to each other.
REVERSE-‐INCOME-‐STATEMENT Problem Most diagrams of business models do not explicitly contain “Profit” as a building block. This makes it difficult to focus on designing for profit as well as preparing a Reverse Income Statement.
10 BUSINESS MODEL PROBLEMS THAT YOU CAN IMMEDIATELY ELIMINATE An Informa*on Rich Pla1orm for Rapid Business Model Prototyping, Strategy, Valida*on, and Execu*on
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
“A Business Model Prototype Is
A Thousand Times More Cost-‐Effec*ve Than
A Business Plan”
Business Model Prototype vs. Business Plan
Appendix
MulUlevel VisualizaUon of The 3-‐Act Business Model Storyboard
q Bird’s Eye View (Macro-‐Logic of Business Model)
q Eagle Eye’s View (Meso-‐Logic of Business Model)
q Worm’s Eye View (Micro-‐Logic of Business Model)
ENVIRONMENT (Local/Global)
IMPACT or TRADE-‐OFF (-‐/+)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
FITNESS?
FITNESS? FITNESS?
3-‐ACT BUSINESS MODEL STORYBOARD
Innovator’s PerspecQve
Marketer’s PerspecQve
Investor’s PerspecQve
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
3-‐ACT BUSINESS MODEL STORYBOARD Bird’s Eye View (Business Model Chain: Macro-‐Logic)
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD Eagle’s Eye View (Business Model Tree – Hierarchical Decomposi*on of Macro-‐Logic)
Product/Value ProposiUon
Channels & RelaUonships
Customer/Job-‐To-‐Get-‐Done
Inputs/Partners
Internal Resources
Processes/AcUviUes
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD Eagle’s Eye View (Generic Business Model Network: Meso-‐Logic)
Product/Value ProposiUon
Channels & RelaUonships
Customer/Job-‐To-‐Get-‐Done
Inputs/Partners
Internal Resources
Processes/AcUviUes
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD Eagle’s Eye View (Generic Business Model Network: Meso-‐Logic)
Product/Value ProposiUon
Channels & RelaUonships
Customer/Job-‐To-‐Get-‐Done
Inputs/Partners
Internal Resources
Processes/AcUviUes
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE)
(Problem
-‐SoluQ
on Fit; Produ
ct-‐M
arket F
it)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD Eagle’s Eye View (Generic Business Model Network: Meso-‐Logic)
Product/Value ProposiUon
Channels & RelaUonships
Customer/Job-‐To-‐Get-‐Done
require(s)
require(s)
Inputs/Partners
Internal Resources
Processes/AcUviUes
require(s) affect(s)
require(s) deliver(s)
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD Eagle’s Eye View (Generic Business Model Network: Meso-‐Logic)
Product/Value ProposiUon
Channels & RelaUonships
Customer/Job-‐To-‐Get-‐Done
require(s)
require(s)
Inputs/Partners
Internal Resources
Processes/AcUviUes
require(s) affect(s)
require(s) deliver(s)
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD Eagle’s Eye View (Generic Business Model Network – Elements and Profit Logic of the MarkeDng Mix: 4Ps of MarkeDng)
Product/Value ProposiUon q Product
Channels & RelaUonships q Place q PromoUon
Customer/Job-‐To-‐Get-‐Done
require(s)
require(s)
Inputs/Partners
Internal Resources
Processes/AcUviUes
require(s) affect(s)
require(s) deliver(s)
Cost (Pain)
Revenue (Delight) q Pricing
PROFIT (VALUE)
requires
drive(s)
delights
delight(s)
delight(s)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD Eagle’s Eye View (Generic Business Model Network – Elements and Profit Logic of Kaplan & Norton’s Balanced Scorecard)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD Eagle’s Eye View (Generic Business Model Network – Elements and Profit Logic of Osterwalder & Pigneur’s Business Model Canvas)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD Eagle’s Eye View (Generic Business Model Network – Elements and Profit Logic of Ash Maurya’s Lean Canvas)
Product/Value ProposiUon q Unique Value ProposiUon q SoluUon
Channels & RelaUonships q Channels
Customer/Job-‐To-‐Get-‐Done q Customer Segment q Problem (Trade-‐off)
require(s)
require(s)
Inputs/Partners
Internal Resources q Unfair Advantage
Processes/AcUviUes
require(s) affect(s)
require(s) deliver(s)
Cost (Pain) q Cost Structure
Revenue (Delight) q Revenue Streams
PROFIT (VALUE) q Key Metrics
requires
drive(s)
delights
delight(s)
delight(s)
(Problem
-‐SoluQ
on Fit; Produ
ct-‐M
arket F
it)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD Eagle’s Eye View (Generic Business Model Network – Elements and Profit Logic of Mark Johnson’s 4-‐Box Business Model)
Product/Value ProposiUon q Customer Value ProposiUon
Channels & RelaUonships
Customer/Job-‐To-‐Get-‐Done
require(s)
require(s)
Inputs/Partners
Internal Resources q Key Resources
Processes/AcUviUes q Key Processes
require(s) affect(s)
require(s) deliver(s)
Cost (Pain)
Revenue (Delight)
PROFIT (VALUE) q Profit Formula
requires
drive(s)
delights
delight(s)
delight(s)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD Eagle’s Eye View (Generic Business Model Network – Elements and Profit Logic of Bossidy & Charan’s Business Model)
Product/Value ProposiUon
Channels & RelaUonships
Customer/Job-‐To-‐Get-‐Done q Customer Base (Needs)
#VPGen. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
VALUE SHARING (PROFIT) MODEL
delivers
requires
drives
requires
3-‐ACT BUSINESS MODEL STORYBOARD Eagle’s Eye View (Generic Business Model Network – Elements and Profit Logic of Malik’s Enterprise Architecture Model)
Product/Value ProposiUon q Value ProposiUon q Products & Services
Product/Value ProposiUon q Asset Sale/Direct Sale q Product Leadership/Extension q Used/2nd Hand Product; Bargain q CustomizaQon (Value Factors) q Bundling/Unbundling q Product/SoPware as a Service