business model moviemaking: rapidly visualize, prototype, and test your business plot, strategy...

Rapidly Visualize Your Business Plot and Value Proposi5on Business Story Theater

Rapidly Visualize, Prototype, and Test Your Business Plot, Strategy Story, Value Proposi5on, and Business Model

"You can have the best technology, you can have the best business model, but if the storytelling isn't amazing,

it won't maDer."

World-‐class Coaching on Business Model Moviemaking & Econgineering for Less Than $10/Month: h;p://businessmodels.ning.com Ambidextrous Growth Strategist. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & @rodKuhnKing

C: Customer

S: Supplier

Payment (Feedback; Reward)

Product/Service OTHER Loop

Red Ocean Disrup5on (ROD) Storyboard

DISRUPTION PROBLEM (Trade-‐off)

IDEAL SOLUTION (Zero Trade-‐off)

ENVIRONMENT (Trade-‐off; Context: Place; Time; Cue/Trigger/Signal) – Why Change?

STRATEGY

(How best to change & win?) CURRENT ECOSYSTEM (What to change?)

FUTURE ECOSYSTEM (To what to change?)

C: Customer

S: Supplier

CONVENTION VISION DISRUPTION

STRATEGY

C: Customer

S: Supplier

ENVIRONMENT (Trade-‐off; Context: Place; Time; Cue/Trigger/Signal) – Why Change? 0

STRATEGY

C: Customer

S: Supplier

Industry/Market (Job To Get Done): ……………………………………………………………………………………………………………………………………….

STRATEGY

C: Customer

S: Supplier

Product/Service

OTHER Loop

STRATEGY

C: Customer

S: Supplier

Product/Service

OTHER Loop

TO DO DONE DOING

STRATEGY

C: Customer

S: Supplier

Product/Service

(How best to change & win?)

Strategy

Product (Current Business Model Trade-‐off)

Vision (Future Business Model Trade-‐off) OTHER Loop

(Build-‐Measure-‐Learn Loop)

Red Ocean Disrup5on (ROD) Storyboard for Lean Startup Movies

TO DO DONE DOING

CURRENT ECOSYSTEM (What to change?)

C: Customer

S: Supplier

Product/Service

Vision (Future Business Model Trade-‐off)

Industry/Market (Job To Get Done): Travel from one place to another … quickly and safely

OTHER Loop

(Build-‐Measure-‐Learn Loop)

How Apple/Steve Jobs Simply Created a Business Model Movie That Disrupted the Music Industry Ex

TO DO DONE DOING

Strategy CURRENT ECOSYSTEM (What to change?)

C: Customer

S: Supplier

Product/Service

How Apple/Steve Jobs Simply Created a Business Model Movie That Disrupted the Music Industry

Vision (Future Business Model Trade-‐off)

Industry/Market (Job To Get Done): Listen to music (song collec`on/library) … everywhere

OTHER Loop

(Build-‐Measure-‐Learn Loop) TO DO DONE DOING

Strategy CURRENT ECOSYSTEM (What to change?)

How to Simply, Effec5vely, and Quickly Tell BUSINESS MODEL STORIES

Use a Business Story Theater

A Business Story Theater Is A 1-‐Page Diagram or Snapshot of

A Business System Hierarchy at a Given Point in Time:

Defini5on of “Business Story Theater”

q  Business System: Enterprise (Business Model) q  Local Environment: Industry/Market q  Global Environment

Business Model (System)

Environment (Global)

Industry (Market)

CONTEXT (Strategic Choices): Where and when to differently compete/play/win?

BUSINESS MODEL CHOICES

ENVIRONMENT (Global: Job To Get Done; Problem; Trade-‐off)

INDUSTRY (Market: Job To Get Done; Problem; Trade-‐off)

BUSINESS MODEL STORY

BUSINESS MODEL (Enterprise)

ENVIRONMENT (INDUSTRY/MARKET: Job To Get Done; Problem; Trade-‐off)

The 3 Types of Business Models On the Planet

BUSINESS MODEL CLASSIFICATION SYSTEM

(Taxonomy)

Business Model PLATFORM

Business Model PIPE

2-‐SIDED MARKET/ Business Model

MULTI-‐SIDED MARKET/

Business Model

1-‐SIDED MARKET/ Business Model

Pipe Diamond Valley

SUPPLIER Customer

One-‐sided Market/Business Model -‐ Chain (Pipe)

Examples u  Single Product Factory u  Encyc. Britannica u  Tradi<onal Taxi u  Tradi<onal Hotel u  iPod

SUPPLIER Customer

Customer

Two-‐sided Market/Business Model -‐ Valley (Pladorm)

Examples u  Two Product Factory u  Wikipedia u  Uber u  Airbnb u  iPod/iTunes

Mul5-‐sided Market/Business Model -‐ Diamond (Pladorm)

SUPPLIER Customer

Customer

Examples u  Mul<-‐Product Factory u  Google (Search) u  eBay u  Amazon u  iPhone/App Store

Business Model Storytelling

“The business model tells a logical story explaining who your customers are, what they value, and

how you’ll make money providing that value.” Joan MagreTa

Who? What? How?

Supplier Product/Service Customer

Value (Profit)

Who? What? How?

Supplier

How does supplier or enterprise create value for customers?

Product/Service What do customers value?

Customer Who are the customers?

Value (Profit) Why does enterprise make money, profit, or win?

C: Customer

S: Supplier

Product/Service

C: Customer

S: Supplier

Product/Service

Who? What? How?

Joan MagreTa’s STORY-‐BASED DEFINITION OF A BUSINESS MODEL

“The business model tells a logical story explaining who your customers are, what they value, and how you’ll make money providing that value.”

Who? How?

C: Customer

S: Supplier

Product/Service

Who? How?

Business Model Story (BMS) View

Who? How?

Why? u  V A L U E C A P T U R E

u  V A L U E C R E A T I O N u  V A L UE D E L I V E R Y

Business Model Func<on (BMF) View

Who? How?

Why? u  VALUE MAP Engine

u  ENTERPRISE Engine u  CUSTOMER GROWTH Engine

Business Model Engine (BME) View

Who? How?

Why? v  FINANCIAL Perspec5ve

v  CUSTOMER Perspec5ve v  LEARNING & GROWTH Perspec5ve

v  PROCESS Perspec5ve

Balanced Scorecard (BSC) View

Who? How?

Why? Ø  VALUE: PROFIT (MARGIN)

Ø  DEMAND INFRASTRUCTURE Ø  SUPPLY INFRASTRUCTURE

Value Infrastructure View

Ø  OFFER

Who? How?

q  Suppliers/Inputs (KP)

q  Key Resources (KR)

q  Key Ac`vi`es (KA)

q  Customer Segments (CS)

q  Channels (CH)

q  Customer Rela`onships (CR)

q  Product/Service (PS)

q  PAIN (Cost/Structure: C$)

q  DELIGHT (Revenue Streams: R$)

q  Profit Margin (P$); Strategy/Value Proposi`on (VP)

Advanced Business Model Canvas (BMC) View

Who? How?

q  Firm Infrastructure q  HR Management q  Technology Development q  Procurement

q  Inbound LogisZcs q  OperaZons

q  Outbound LogisZcs

q  MarkeZng & Sales

q  Service

q  Profit Margin

Value Chain (VC) View

C: Customer

S: Supplier

Product/Service

“A business model presents a coherent story of why and how

a business sustainably wins customers and makes profit or shares value.”

Rod King Who? How?

C: Customer

S: Supplier

Product/Service

Startups and Established Companies Must Rapidly Create and Manage

Red Ocean Disrup5on (ROD) Storyboards: Stories About How Red Ocean Business Models are Disrupted By

Ideal (Blue) Ocean Business Models Who? How?

A Red Ocean Disrup5on (ROD) Storyboard Is

Dynamic Visual Template That Answers 4 Fundamental Ques5ons

Of A Change Management Project

Current Ecosystem (Business Model): What to Change?

Future Ecosystem (Business Model): To What to Change?

Strategy: How Best to Change & Win?

What Really is a Red Ocean Disrup5on (ROD) Storyboard?

Environment: Why Change? 0

C: Customer

S: Supplier

Note OTHER is an acronym for Observe; Think; Hypothesize; Experiment; Reflect. The OTHER Loop is a generic tac`c for itera`vely achieving goals, objec`ves, strategies, and targets.

STRATEGY

C: Customer

S: Supplier

STRATEGY

C: Customer

S: Supplier

STRATEGY

C: Customer

S: Supplier

RED OCEAN IDEAL OCEAN

STRATEGY

C: Customer

S: Supplier

RED OCEAN IDEAL OCEAN

STRATEGY

Present (“As Is”) Future (“To Be”)

Rapidly Visualize Your Red Ocean Disrup5on (ROD) Story Red Ocean Disrup5on (ROD) Storyboard

Examples of Red Ocean Disrup`on (ROD) aka Blue Ocean Strategy (BOS) Stories Ringling Brothers vs. Cirque du Soleil; Tradi5onal Long-‐haul Airlines vs. Southwest Airlines; Tradi5onal Wine vs. Yellow Tail; Walkman vs. iPod; Borders vs. Amazon; Blockbuster vs. Neilix; Encyclopedia Britannica vs. Wikipedia; Tradi5onal Hotels vs. Airbnb

RED OCEAN

IDEAL OCEAN

What to change? To what to change?

How best to change & win?

Infancy

Growth

Maturity

RED OCEAN

IDEAL OCEAN

Infancy (Shaping Strategy)

Birth (AdapZve Strategy)

Growth (Visionary Strategy)

Maturity (Classic Strategy) Chasm

RED OCEAN

IDEAL OCEAN

RED OCEAN

IDEAL OCEAN

RED OCEAN

IDEAL OCEAN

RED OCEAN

IDEAL OCEAN

RED OCEAN

IDEAL OCEAN

Prototype

Pretotype

Full-‐scale Chasm

RED OCEAN

IDEAL OCEAN

Customer Valida5on (Startup)

Customer Discovery (Startup)

Company Crea5on

Company Building Chasm

RED OCEAN

IDEAL OCEAN

Problem-‐Solu5on Fit

RED OCEAN

IDEAL OCEAN

Product-‐Market Fit

RED OCEAN

IDEAL OCEAN

Business Model Fit

RED OCEAN

IDEAL OCEAN

Business Model Fit

Scaling Chasm

RED OCEAN

IDEAL OCEAN

RED OCEAN

IDEAL OCEAN

RED OCEAN

IDEAL OCEAN

RED OCEAN

IDEAL OCEAN

q  Reality/Facts (External & Internal Trade-‐offs)

Business Model Resources/ Value Factors & Trade-‐offs q  S: Strengths (1-‐10) q  W: Weaknesses (1-‐10) q  O: Opportuni5es (1-‐10) q  T: Threats (1-‐10)

RED OCEAN

IDEAL OCEAN

q  Core Purpose/Mission q  Vision q  Core Values q  Goal q  Objec5ves/“Jobs” (Physical/Intellectual/ Emo`onal/Spiritual)

RED OCEAN

IDEAL OCEAN

q  Core Purpose/Mission q  Vision q  Core Values q  Goal q  Objec5ves/“Jobs” (Physical/Intellectual/ Emo`onal/Spiritual)

q  ROD Strategy/Tac5cs/Targets -‐  Minimize Weaknesses/Threats/ Pain/Risks/Disadvantages -‐  Maximize Strengths/Opportuni5es/

Delight/Rewards/Advantages -‐  Rapidly Experiment & Learn (4 Heuris`cs): •  OTHER: Observe; Think; Hypothesize;

Experiment; Reflect •  OODA: Observe SWOT; Orient; Decide; Act •  BML: Build-‐Measure-‐Learn Loop •  ERIC (R.O.D. Disrup5on): Eliminate;

Reduce; Increase; Create

RED OCEAN

IDEAL OCEAN

C: Customer

S: Supplier

Product/Service

A Red Ocean Disrup5on (ROD) Story Hardly Plays Out

As Planned or WriDen in Detail

OTHER Loop

Red Ocean (“As Is”) Business Model

Ideal/Blue Ocean (“To Be”) Business Model

C: Customer

S: Supplier

Product/Service

Does Any Planned Blue Ocean Business Model Survive

First Contact With Customers?

OTHER Loop

Red Ocean (“As Is”) Business Model

Ideal/Blue Ocean (“To Be”) Business Model

VALUE MAP

BLUE OCEAN

RED OCEAN

(+): DE

Low (1)

High (10)

Low: (1)

High: (10)

SWEET SPOT LUXURY SPOT

DISRUPTION SPOT

(-‐): PAIN

Job To Be Done (Market/Goal): ……………………………………………………………………………………………………………….……………. Big Urgent Market Problem (BUMP): ……………………………………………………………………………………………………………………..

VALUE MAP

BLUE OCEAN

RED OCEAN

(+): DE

: Differen

Low (1)

High (10)

Low: (1)

High: (10)

SWEET SPOT LUXURY SPOT

DISRUPTION SPOT

(-‐): PAIN: Cost

Job To Be Done (Market/Goal): ……………………………………………………………………………………………………………….……………. Big Urgent Market Problem (BUMP): ……………………………………………………………………………………………………………………..

Stages of

4Q-‐Business Model Strip

C: Customer

S: Supplier

Product/Service

BUSINESS PLOT (STRATEGY STORY)

C: Customer

S: Supplier

Product/Service

UPPER Stage

LOWER Stage

C: Customer

S: Supplier

Product/Service

Center Stage Back Stage Front Stage

LOWER Stage

C: Customer

S: Supplier

Product/Service

Who? What? How?

Center Stage Back Stage Front Stage

LOWER Stage

C: Customer

S: Supplier

Product/Service

Product Stage Enterprise Stage Customer Stage

VALUE Stage

Who? What? How?

VALUE Stage

Who? What? How?

VALUE Stage

Who? What? How?

VALUE Stage

Who? What? How?

q  Suppliers/Inputs (KP)

q  Key Resources (KR)

q  Key Ac`vi`es (KA)

q  Customer Segments (CS)

q  Channels (CH)

q  Customer Rela`onships (CR)

q  Product/Service (PS)

q  PAIN (Cost/Structure: C$)

q  DELIGHT (Revenue Streams: R$)

q  Profit Margin (P$); Strategy/Value Proposi`on (VP)

VALUE Stage

Who? What? How?

ENTERPRISE (Team; Core Competence)

PRODUCT CUSTOMER

FINANCE

VALUE Stage

Who? What? How?

Editor

PRODUCT CUSTOMER

FINANCE

ENTERPRISE (Team; Core Competence)

Seman5c Structure of

4Q-‐Business Model Strip

C: Customer

S: Supplier

Product/Service

Rapidly Visualize Your Business Plot and Value Proposi5on 4Q-‐Business Model Strip

C: Customer

S: Supplier

Product/Service

SUPPLIER PRODUCT/SERVICE CUSTOMER

Customer (Subject)

S: Supplier

Product/Service

Context: Place/Time; Trigger

Customer (Subject)

S: Supplier

Product/Service

Customer (Subject)

S: Supplier

Product/Service

Job To Get Done (Outcome; Value: Delight; Pain)

Customer (Subject)

S: Supplier

Product/Service

Object

operates on [verb: wants]

What is a “Business Plot”?

A Business (Enterprise) Plot Describes

A Minimum Viable Story of A Business (Plan):

The Simplest Descrip`on of An Enterprise’s Supply Chain

or A Minimum Business Model

BIG BANG BUSINESS (BBB) TOOL

A Business (Enterprise) Plot Is

The First Stage in The Evolu5on of a Classic Business Plan

BIG BANG BUSINESS (BBB) TOOL

A Classic Business Plan involves a detailed (long) future story that coherently explains why and how a business would sustainably win customers and make profit or share value

5 Stages in the Evolu5on of a Classic Business Plan

Tools for Rapidly Planning, Crea5ng, and Managing an Ambidextrous Growth Strategy for Enduring Compe55ve Advantage

A Business Plan is like a bu;erfly. It metamorphosizes from a Strategy Story and Value ProposiZon Story through a Business Model Story to a Strategy Map and Classic Business Plan.

Five Stages in the Evolu5on of a Classic Business Plan

VALUE PROPOSITION STORY

CLASSIC BUSINESS PLAN

BUSINESS/ENTERPRISE PLOT (Strategy Story)

STRATEGY MAP (BSC)

BUSINESS MODEL STORY

Simple (Abstract; Flexible)

Complex (Detailed; Rigid)

Short Story

Long Story

Explore BUSINESS

MODEL STORY

Ramp up

Reconfigure

Pretotype

Prototype

CONTINUOUS INNOVATION

AMBIDEXTROUS GROWTH STRATEGY

Exploit

CONTINUOUS IMPROVEMENT

VALUE PROPOSITION STORY CLASSIC BUSINESS PLAN

BUSINESS/ENTERPRISE PLOT (Strategy Story) STRATEGY MAP (BSC)

Job To Get Done

Changing Environment (Industry)

Stable Environment

(Industry)

5 Stages in the Evolu5on of a Classic Business Plan

Tools for Rapidly Planning, Crea5ng, and Managing an Ambidextrous Growth Strategy for Enduring Compe55ve Advantage

Business Story Hierarchy 5 Levels of a Business Story

Rapidly Visualize, Prototype, and Test Your Strategy Story, Value Proposi5on, and Business Model

BUSINESS STORY (Title/Headline)

Strategy Story

Value Prop. Story

Business Model Story

Story Outline (Blueprint)

Customer Plot

AcZng Script

5 Levels of Business Story

Classic Business Plan

Strategy Map (Balanced Scorecard)

Manuscript

= Minimum Viable Story (MVS)

Short Story

Long Story

Business/Enterprise Plot

Business Story Hierarchy 5 Levels of a Business Story

Rapidly Visualize, Prototype, and Test Your Strategy Story, Value Proposi5on, and Business Model

BUSINESS STORY (Title/Headline)

Strategy Story

Value Prop. Story

Business Model Story

Business/Enterprise Plot

Story Outline (Blueprint)

Customer Plot

AcZng Script

5 Levels of Business Story

Classic Business Plan

Strategy Map (Balanced Scorecard)

Manuscript

= Minimum Viable Story (MVS)

Short Story

Long Story

What Really is a “Strategy Story”?

Coined by Freek Vermeulen, A “Strategy Story” Usually Refers to

A Textual Business (Enterprise) Plot: A Sentence or Line That Succinctly Tells

the Story of an Organiza`on From

The Point of View of the Organiza`on

A “Strategy Story” or

Textual Business (Enterprise) Plot Answers, at least, 4 Ques`ons (4Q) About an Organiza`on, a Business, or Project:

q  Why? q  Who? q  What? q  How?

The Format of A Strategy Story or Textual Business Plot

Is as Follows:

“[Supplier] offers [Product/Service] to

[Customer (who wants Job To Get Done &

Outcome; Reward; Delight; Value)].”

Example

C: Customer

S: Supplier

Product/Service

SUPPLIER PRODUCT/SERVICE CUSTOMER We provide

specialty magazines for young males in Britain (who want [Reward; Delight; Value])

Main source of informa`on in table: “A Good Strategy Makes for a Good Story” by Freek Vermeulen: h;ps://strategyprofs.wordpress.com/2012/07/06/a-‐good-‐strategy-‐makes-‐for-‐a-‐good-‐story/

C: Customer

S: Supplier

Product/Service

We make perfect scale models (which appeal to some sense of nostalgia) for

adult collectors (who want [Reward; Delight; Value])

C: Customer

S: Supplier

Product/Service

We offer ultra-‐portable music players to music lovers (who want 1000 songs in their pocket)

C: Customer

S: Supplier

Product/Service

We offer ultra-‐portable music players to music lovers (who want 1000 songs in their pocket)

Who? What? How?

Templates of “Business Model Strips”

WHAT IS A “BUSINESS MODEL STRIP”?

A Business Model Strip is a map that illustrates an exchange, a transac5on, or play between a sender (supplier) and receiver (customer).

RECEIVER SENDER

P.I.G.S.

(Product/Informa<on/Goods/Service)

Templates of “Business Model Strips”

WHAT IS A “BUSINESS MODEL STRIP”?

A Business Model Strip is a map that illustrates an exchange, a transac5on, or play between a sender (supplier) and receiver (customer).

IT BUSINESS PLOT (STRATEGY STORY)

RECEIVER SENDER

P.I.G.S.

SENDER P.I.G.S. RECEIVER

RECEIVER SENDER

P.I.G.S.

C: Customer

S: Supplier

Product/Service

C: Customer

S: Supplier

Product/Service

Who? What? How?

C: Customer

S: Supplier

Product/Service

O: Observe

T: Think

H: Hypothesize

E: Experiment

R: Reflect

Who? What? How?

Why? O.T.H.E.R. BUSINESS PLOT (STRATEGY STORY)

C: Customer

S: Supplier

Product/Service

SUPPLIER PRODUCT/SERVICE CUSTOMER Descrip5on

Delight (+)

Pain (-‐)

VALUE (+/-‐)

Who? What? How?

Why? Value BUSINESS PLOT (STRATEGY STORY)

C: Customer

S: Supplier

Product/Service

Innova5on Strategy

Improvement Strategy

AMBIDEXTROUS STRATEGY

Who? What? How?

Why? Ambidextrous BUSINESS PLOT (STRATEGY STORY)

C: Customer

S: Supplier

Product/Service

Who? What? How?

PRESENT

FUTURE

Why? Evolu`onary BUSINESS PLOT (STRATEGY STORY)

C: Customer

S: Supplier

Product/Service

Who? What? How?

GRAY OCEAN

RED OCEAN

BLUE OCEAN

Why? Evolu`on BUSINESS PLOT (STRATEGY STORY)

C: Customer

S: Supplier

Product/Service

Who? What? How?

CONVENTION

DISRUPTION

VISION

Why? Disrup`on BUSINESS PLOT (STRATEGY STORY)

C: Customer

S: Supplier

Product/Service

Who? What? How?

DIFFERENTIA-‐TION

Strategy

LOW COST Strategy

VALUE INNOVATION

Strategy

Why? Value Innova`on BUSINESS PLOT (STRATEGY STORY)

C: Customer

S: Supplier

Product/Service

Who? What? How?

Outline/ Blueprint

Script

Why? Hierarchical BUSINESS PLOT (STRATEGY STORY)

C: Customer

S: Supplier

Product/Service

Who? What? How?

Value Capture Value Crea5on Value Delivery 1

Why? BUSINESS PLOT (STRATEGY STORY)

C: Customer

S: Supplier

Product/Service

Who? What? How?

Value Capture Value Crea5on Value Delivery

q  Financial Perspec`ve q  Learning & Growth Perspec`ve q  Process Perspec`ve

q  Customer Perspec`ve

C: Customer

S: Supplier

Product/Service

Who? What? How?

u  Enterprise Engine u  Customer Growth Engine u  Value Map Engine

C: Customer

S: Supplier

Product/Service

Who? What? How?

u  Enterprise Engine -‐  Supplies/Inputs/Key Partners (KP) -‐  Key Resources (KR); Key AcZviZes (KA) -‐  Product/Service (PS)

u  Customer Growth Engine -‐  Value ProposiZon (VP) -‐  Channels/RelaZonships (CH/CR) -‐  Customer Segment (CS)

u  Value Map Engine -‐  Profit Margin (P$); Strategy -‐  Revenue Streams (R$) -‐  Cost Structure (C$)

C: Customer

S: Supplier

Product/Service

SUPPLIER PRODUCT/SERVICE CUSTOMER Situa5on (Exis`ng)

Complica5on

Ques5on

Answer

Who? What? How?

Why? Pyramid BUSINESS PLOT (STRATEGY STORY)

C: Customer

S: Supplier

Product

Who? What? How?

Rapidly Visualize Your Business Plot and Value Proposi5on 4Q-‐Business Model Theater

Rapidly Visualize Your Business Plot and Value Proposi5on 4Q-‐Business Model Diamond

Customer

Product/Service

Supplier

Outcome/ Value

Customer

Product/Service

Supplier

Outcome/ Value

provides (delivers)

rewards (pays)

Customer

Product/Service

Supplier

Outcome/ Value

provides (delivers)

rewards (pays)

Customer

Product/Service

Supplier

Outcome/ Value

Compe5tors (New Entrants/Startups; Incumbents)

Customer

Product/Service

Supplier

Outcome/ Value

Complementors

liers (Ind

ustry)

Custom

ers (Market)

Zooming In and Out of Each Node

On 4Q-‐Business Model Canvas

C: Customer

S: Supplier

Business Model Strip (System: Customer Growth Factory)

Payment (Reward)

Product

Zoomable Node

C: Customer

S: Supplier

Payment (Reward)

Product

Object Pain: -‐ (Cost/Structure)

Delight: + (Revenue/Streams)

Value: +/-‐ (Trade-‐off/Margin)

Goal/Job To Get Done (JTGD)

Zoomable Node

C: Customer

S: Supplier

Payment (Reward)

Product

Business Model

Pain: -‐ (Cost/Structure)

Bus. Model Node

C: Customer

S: Supplier

Payment (Reward)

Product

C: Customer

Customer Node

C: Customer

S: Supplier

Payment (Reward)

Product

Product Node

C: Customer

S: Supplier

Payment (Reward)

Product

Payment

Payment Node

C: Customer

S: Supplier

Payment (Reward)

Product

Supplier Pain: -‐ (Cost/Structure)

Supplier Node

C: Customer

S: Supplier

Payment (Reward)

Product

Three More Examples …

C: Customer

S: Supplier

Product/Service

SUPPLIER PRODUCT/SERVICE CUSTOMER We offer

a broad range of goods to mass of customers (who want everyday low prices)

We offer trusted and convenient face-‐to-‐face financial advice to

conserva5ve individual investors (who want to delegate their financial decisions to trusted advisers)

We make replicable television produc5ons for interna5onal tv sta5ons (who want easy-‐to-‐launch tv shows)

Who? What? How?

C: Customer

S: Supplier

Feedback (Experience; Reward)

Product/Service

Facebook’s Strategy Story, Value Proposi5on, and MVP (2004/2015) 4Q-‐Business Model Strip

SUPPLIER PRODUCT/SERVICE CUSTOMER 2004

We offer an online directory to college/university students (who want to connect through social networks at colleges/universi`es)

2015 We offer

an online social network for people (who want to connect and share with the people in their life)

Facebook’s BUSINESS PLOT (STRATEGY STORY)

Who? What? How?

C: Customer

S: Supplier

Product/Service

We offer an easy-‐to-‐use coffee machine to coffee lovers (who want high quality espresso made at home/in the office)

Delight (+)

Pain (-‐)

VALUE (+/-‐) “Blue Ocean” “Extraordinary Profit Margin” “Awesome Customer Experience”

Who? What? How?

Nespresso’s Strategy Story, Value Proposi5on, and MVP 4Q-‐Business Model Strip

Nespresso’s BUSINESS PLOT (STRATEGY STORY)

Design and Test a Magne5c Value Proposi5on (MVP)

For Product-‐Market Fit

C: Customer

S: Supplier

Product/Service

Apple’s iPod Strategy Story and Value Proposi5on 4Q-‐Business Model Strip

Apple’s iPod BUSINESS PLOT (STRATEGY STORY)

Who? What? How?

We make ultra-‐portable music players for music lovers (who want 1000 songs in their pocket)

Delight (+)

“Dent in the universe”

Pain (-‐)

VALUE (+/-‐) “Blue Ocean” “Extraordinary Profit Margin” “Insanely Great Experience”

C: Customer

S: Supplier

Product/Service

Delight (+)

Pain (-‐)

Customer (Subject)

Product/Service

to play listens to

Delight (+)

Pain (-‐)

S: Supplier

Appendix: Case Study

Design and Test a Magne5c Value Proposi5on (MVP)

For Product-‐Market Fit

C: Customer

S: Supplier

Product/Service

ROD University’s Strategy Story and Value Proposi5on 4Q-‐Business Model Strip

SUPPLIER PRODUCT/SERVICE CUSTOMER Descrip5on ROD University

We offer world-‐class coaching on business model storytelling to

busy leaders (who want to effecZvely inspire, convince, and entertain stakeholders)

Delight (+)

q  High Quality q  Speed q  Simplicity

Pain (-‐)

q  Low Cost

ROD University’s BUSINESS PLOT (STRATEGY STORY)

Who? What? How?

Customer (Subject)

Product/Service

Business Growth

to increase wants

S: Supplier

ROD University’s Strategy Story and Value Proposi5on 4Q-‐Business Model Strip

SUPPLIER PRODUCT/SERVICE CUSTOMER Descrip5on ROD University

We offer world-‐class coaching on business model storytelling to

busy leaders (who want to effecZvely inspire, convince, and entertain stakeholders)

Delight (+)

q  High Quality q  Speed q  Simplicity

Pain (-‐)

q  Low Cost

ROD University’s BUSINESS PLOT (STRATEGY STORY)

Appendix

Seman5c Business Model Strip

BENE-‐FACTOR

NOUN +

Benefit (EmoZon; Reward)

OBJECT

Seman5c BUSINESS PLOT (STRATEGY STORY)

BENE-‐FACTOR

SUBJECT +

OBJECT

SUBJECT + VERB OBJECT BENEFACTOR

Seman5c BUSINESS PLOT (STRATEGY STORY)

PATIENT HEALTH FACILITY

HEALTH PRODUCT/SERVICE

Health BUSINESS PLOT (STRATEGY STORY)

HEALTH FACILITY HEALTH PRODUCT/SERVICE PATIENT

PATIENT HEALTH FACILITY

HEALTH PRODUCT/SERVICE

Health BUSINESS PLOT (STRATEGY STORY)

HEALTH FACILITY HEALTH PRODUCT/SERVICE PATIENT

AGENT + ACTION TOOL USER

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futureecosystem towhattochange

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