totally resolve the conflict between users of the business model canvas and lean canvas: the lean...
TRANSCRIPT
DRAMATIC STORY CANVAS FOR VISUALIZING A BUSINESS MODEL
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
Before
AFer
Job To Get Done/Experience (Journey: Strategy/Execu9on)
DRAMATIC STORY CANVAS FOR VISUALIZING A BUSINESS MODEL
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
VALUE CREATION (Enterprise Engine)
VALUE DELIVERY (Customer Growth Engine)
VALUE CAPTURE/SHARING (Value Engine)
BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage)
Business Model Visualiza&on (BMV) Canvas
Before
AFer
Busine
ss M
odel
(System)
Job To Get Done/Experience (Journey: Strategy/Execu9on)
DRAMATIC STORY CANVAS FOR VISUALIZING A BUSINESS MODEL
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
VALUE CREATION (Enterprise Engine)
VALUE DELIVERY (Customer Growth Engine)
VALUE CAPTURE/SHARING (Value Engine)
BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage)
Business Model Visualiza&on (BMV) Canvas
Before
AFer
Busine
ss M
odel
(System)
Job To Get Done/Experience (Journey: Strategy/Execu9on)
DRAMATIC STORY CANVAS: Storyboard Template
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
Before
AFer
Adap&ve Storyboard
Job To Get Done/Experience (Journey: Strategy/Execu9on)
DRAMATIC STORY CANVAS: Storyboard Template
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
Before
AFer
Adap&ve Storyboard
Job To Get Done/Experience (Journey: Strategy/Execu9on)
DRAMATIC STORY CANVAS: Storyboard Template
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
Before
AFer
Adap&ve Storyboard
Job To Get Done/Experience (Journey: Strategy/Execu9on)
Logic of The 9 Topics of
The Business Model Canvas
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
VALUE CREATION (Enterprise Engine)
VALUE DELIVERY (Customer Growth Engine)
VALUE CAPTURE/SHARING (Value Engine)
q KP: Key Partners
q KR: Key Resources
q KA: Key Ac9vi9es
VP: Value Proposi9ons CH: Channels CR: Customer Rela9onships CS: Customer Segments
C$: Cost Structure R$: Revenue Streams
BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage)
Before
AFer
Busine
ss M
odel
(System)
9 Topics of The Business Model Canvas
Source: Based on the Business Model Canvas -‐ hNp://en.wikipedia.org/wiki/Business_Model_Canvas
3
2
1
4
5
6
7
8
9
9 Topics of Business Model Canvas
Job To Get Done/Experience (Journey: Strategy/Execu9on)
Logic of The 9 Topics of The Lean Canvas
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
VALUE CREATION (Enterprise Engine)
VALUE DELIVERY (Customer Growth Engine)
VALUE CAPTURE/SHARING (Value Engine)
VP: Value Proposi9ons CH: Channels CS: Customer Segments
C$: Cost Structure R$: Revenue Streams
BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage)
Before
AFer
Busine
ss M
odel
(System)
9 Topics of The Lean Canvas
Source: Based on the Lean Canvas -‐ hNp://prac&cetrumpstheory.com/2012/02/why-‐lean-‐canvas/
3
2
1
4
A
5
B
D
9 Topics of Lean Canvas
Key Metrics
C
Job To Get Done/Experience (Journey: Strategy/Execu9on)
Logic of The Topics of
The Lean Business Model Canvas
Resolve the Conflict Between the Business Model Canvas and Lean Canvas
TOPICS FOR STORY OF LEAN BUSINESS MODEL CANVAS
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Lean Business Model Canvas = Lean Canvas + Business Model Canvas
Lean Canvas Business Model Canvas
q Problem
q SoluRon
q Key Metrics
q Profit (Value)
q Cost Structure
q Revenue Streams
q Value ProposiRons
q Channels
q Customer Segments
q Unfair Advantage
q Key Partners
q Key Resources
q Key AcRviRes
q Customer RelaRonships
Problem Finding & Solving/Performance Management Business Model Visualiza&on, Resources, and Viability
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
VALUE CREATION (Enterprise Engine)
VALUE DELIVERY (Customer Growth Engine)
VALUE CAPTURE/SHARING (Value Engine)
q KP: Key Partners
q KR: Key Resources
q KA: Key Ac9vi9es
VP: Value Proposi9ons CH: Channels CR: Customer Rela9onships CS: Customer Segments
C$: Cost (Pain) R$: Revenue (Delight) P$: Profit (Value)
BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage)
Before
AFer
Busine
ss M
odel
(System)
Topics of The Lean Business Model Canvas
Source: Based on Business Model Canvas -‐ hNp://en.wikipedia.org/wiki/Business_Model_Canvas & Lean Canvas -‐ hNp://prac&cetrumpstheory.com/2012/02/why-‐lean-‐canvas/
3
2
1
4
5
6
7
8
9
Topics of Lean Business Model Canvas
A B
Key Metrics
C
0
D
Job To Get Done/Experience (Journey: Strategy/Execu9on)
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
VALUE CREATION (Enterprise Engine)
VALUE DELIVERY (Customer Growth Engine)
VALUE CAPTURE/SHARING (Value Engine)
KP KA VP CR CS C$ P$
KR CH R$
BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage)
Before
AFer
Busine
ss M
odel
(System)
3 1 0
4
5 6 7
8
9
A B
2
D
Key Metrics
C
Lean Business Model Canvas
Source: Based on Business Model Canvas -‐ hNp://en.wikipedia.org/wiki/Business_Model_Canvas & Lean Canvas -‐ hNp://prac&cetrumpstheory.com/2012/02/why-‐lean-‐canvas/
Topics of Lean Business Model Canvas
Job To Get Done/Experience (Journey: Strategy/Execu9on)
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
Before
AFer
Busine
ss M
odel
(System)
Key Metrics
Lean Business Model Canvas
Source: Based on Business Model Canvas -‐ hNp://en.wikipedia.org/wiki/Business_Model_Canvas & Lean Canvas -‐ hNp://prac&cetrumpstheory.com/2012/02/why-‐lean-‐canvas/
VALUE CREATION (Enterprise Engine)
VALUE DELIVERY (Customer Growth Engine)
VALUE CAPTURE/SHARING (Value Engine)
KP
KA VP CR CS C$ P$
KR CH R$
BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage)
Topics of Lean Business Model Canvas
Job To Get Done/Experience (Journey: Strategy/Execu9on)
6 GATES TO BUSINESS MODEL PROFITABILITY
Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
1
2
3
4
5
6
Problem-‐SoluRon Fitness
Value ProposiRon Fitness
Product-‐Market Feasibility
Revenue Model Feasibility
Resource-‐Based Feasibility
BUSINESS MODEL ADVANTAGE
Example
Apple’s Lean Business Model Canvas for the Classic iPod (2001)
Problem-‐Solu,on Fitness: Valida&on of Job-‐To-‐Get-‐Done, Minimum Viable Problem, and Customer Archetype
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
Before
AFer
Key Metrics E: Engagement; Experience A: Acquisi9on; Ac9va9on R: Reten9on; Referral; Revenue
Listen to music (at home/work/outdoors)
Job To Get Done/Experience (Journey: Strategy/Execu9on)
Apple’s Lean Business Model Canvas for the Classic iPod (2001)
Problem-‐Solu,on Fitness: Valida&on of Job-‐To-‐Get-‐Done, Minimum Viable Problem, and Customer Archetype
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
Before
AFer
Key Metrics E: Engagement; Experience A: Acquisi9on; Ac9va9on R: Reten9on; Referral; Revenue
Listen to music (at home/work/outdoors) q Big/clunky music players
q Complex: difficult to use
q Small song storage
Job To Get Done/Experience (Journey: Strategy/Execu9on)
Apple’s Lean Business Model Canvas for the Classic iPod (2001)
Problem-‐Solu,on Fitness: Valida&on of Job-‐To-‐Get-‐Done, Minimum Viable Problem, and Customer Archetype
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
Before
AFer
Key Metrics E: Engagement; Experience A: Acquisi9on; Ac9va9on R: Reten9on; Referral; Revenue
Listen to music (at home/work/outdoors) 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
Job To Get Done/Experience (Journey: Strategy/Execu9on)
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
VALUE CREATION (Enterprise Engine)
VALUE DELIVERY (Customer Growth Engine)
VALUE CAPTURE/SHARING (Value Engine)
KP
KA VP
CR
CS
C$ P$
KR CH R$
BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Digital Hub/Ecosystem including iTunes
Before
AFer
Busine
ss M
odel
(System)
Key Metrics E: Engagement; Experience A: Acquisi9on; Ac9va9on R: Reten9on; Referral; Revenue
Apple’s Lean Business Model Canvas for the Classic iPod (2001)
Value Proposi,on Fitness: Valida&on of Customer Growth Engine
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
Listen to music (at home/work/outdoors)
Job To Get Done/Experience (Journey: Strategy/Execu9on)
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
VALUE CREATION (Enterprise Engine)
VALUE DELIVERY (Customer Growth Engine)
VALUE CAPTURE/SHARING (Value Engine)
KP
KA VP “A Thousand Songs in Your Pocket” Seamless Music XP iPod Hardware
CR
CS
C$ P$
KR CH R$
BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Digital Hub/Ecosystem including iTunes
Before
AFer
Busine
ss M
odel
(System)
Key Metrics E: Engagement; Experience A: Acquisi9on; Ac9va9on R: Reten9on; Referral; Revenue
Apple’s Lean Business Model Canvas for the Classic iPod (2001)
Value Proposi,on Fitness: Valida&on of Customer Growth Engine
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
Listen to music (at home/work/outdoors)
Job To Get Done/Experience (Journey: Strategy/Execu9on)
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
VALUE CREATION (Enterprise Engine)
VALUE DELIVERY (Customer Growth Engine)
VALUE CAPTURE/SHARING (Value Engine)
KP
KA VP “A Thousand Songs in Your Pocket” Seamless Music XP iPod Hardware
CR Online/Face-‐to-‐Face; Lock-‐in
CS Luxury Spoeer: Listen to music everywhere
C$ P$
KR CH Apple.com; Big Retailer/ iTunes Store; Retail stores
R$
BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Digital Hub/Ecosystem including iTunes
Before
AFer
Busine
ss M
odel
(System)
Key Metrics E: Engagement; Experience A: Acquisi9on; Ac9va9on R: Reten9on; Referral; Revenue
Apple’s Lean Business Model Canvas for the Classic iPod (2001)
Product – Market Feasibility: Valida&on of Customer Growth Engine
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
Listen to music (at home/work/outdoors)
Job To Get Done/Experience (Journey: Strategy/Execu9on)
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
VALUE CREATION (Enterprise Engine)
VALUE DELIVERY (Customer Growth Engine)
VALUE CAPTURE/SHARING (Value Engine)
KP
KA VP “A Thousand Songs in Your Pocket” Seamless Music XP iPod Hardware
CR Online/Face-‐to-‐Face; Lock-‐in
CS Luxury Spoeer: Listen to music everywhere
C$ q Staff/Employees q Manufacturing/
Infra’ q Marke9ng &
Sales
P$ q High Profit
Margin q Extraordinary
Profit q Luxury Spot
Strategy
q Pain: Low q Delight: High q Value: High
KR CH Apple.com; Big Retailer/ iTunes Store; Retail stores
R$ q iPod Hardware q iTunes q Commissions
BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Digital Hub/Ecosystem including iTunes
Before
AFer
Busine
ss M
odel
(System)
Key Metrics E: Engagement; Experience A: Acquisi9on; Ac9va9on R: Reten9on; Referral; Revenue
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
Listen to music (at home/work/outdoors)
Apple’s Lean Business Model Canvas for the Classic iPod (2001)
Revenue Model Feasibility: Valida&on of Value Engine
Job To Get Done/Experience (Journey: Strategy/Execu9on)
#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluRon Gain: (Un)Known
Business Model
Business Model
VALUE CREATION (Enterprise Engine)
VALUE DELIVERY (Customer Growth Engine)
VALUE CAPTURE/SHARING (Value Engine)
KP q Record
companies q Original
Equipment Manufactu-‐rers
KA q Hardware/
Sokware Design q Marke9ng &
Sales
VP “A Thousand Songs in Your Pocket” Seamless Music XP iPod Hardware
CR Online/Face-‐to-‐Face; Lock-‐in
CS Luxury Spoeer: Listen to music everywhere
C$ q Staff/Employees q Manufacturing/
Infra’ q Marke9ng &
Sales
P$ q High Profit
Margin q Extraordinary
Profit q Luxury Spot
Strategy
q Pain: Low q Delight: High q Value: High
KR q Staff/Employees q Brand/Culture q IP q Infrastructure: IT
CH Apple.com; Big Retailer/ iTunes Store; Retail stores
R$ q iPod Hardware q iTunes q Commissions
BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Digital Hub/Ecosystem including iTunes
Before
AFer
Busine
ss M
odel
(System)
Key Metrics E: Engagement; Experience A: Acquisi9on; Ac9va9on R: Reten9on; Referral; Revenue
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
Listen to music (at home/work/outdoors)
Apple’s Lean Business Model Canvas for the Classic iPod (2001)
Resource-‐Based Feasibility: Valida&on of Enterprise Engine
Job To Get Done/Experience (Journey: Strategy/Execu9on)