A BUSINESS DNA MAP OF
THE BUSINESS MODEL CANVAS Towards a Unified Tool for
Business Model Innovation, Strategic Planning, and Performance Management
Dr. Rod Kuhn King
Thinking Different for Infinite Shared Happiness
EVERY OBJECT
IN
THE UNIVERSE
IS
A FASCINATING STORY
AT PRESENT AND IN FUTURE
WHAT’S
YOUR FASCINATING STORY?
BUSINESS DNA MAP
THE BUSINESS DNA MAP
IS
A VISUAL PLATFORM
FOR PRESENTING STORIES, MODELS, AND PROJECTS
ESPECIALLY IN
STRATEGIC MANAGEMENT,
BUSINESS STRATEGY,
AND
INNOVATION
ITENNSEL Visually Build/Increase Credibility Respect Cultural Identity
Visually Reduce Information Overload Death By ‘Bullet Points’ Conflicts (‘Wastes’) in Meetings as well as Projects
Visually Present or Articulate Business Ideas; Innovative Ideas Mission; Vision; Core Values Value Proposition; Elevator Speech Strategy Map; Strategic Statement Business/Strategic Plan; Brand Business Case: Success/Failure
Visually Facilitate Collaboration; Co-creation Crowdsourcing; Networking Storytelling; Conversations Writing of Business Proposals
Visually Propose and Manage Changes Transformations Innovations Projects; Programs
Visually Improve Branding Sales; Marketing Product Development Customer Development Organizational Alignment Employee Engagement
BENEFITS OF
THE BUSINESS DNA MAP: Visually Create, Share, and Manage Business Stories
in Space and Time
Visually Inspire; Motivate Persuade; Convince Understand; Learn Design; Analyze; Solve Problems Narrate; Tell; Show; Present Co-create
Visually Build/Enhance/Manage Knowledge; Holistic Thinking Holistic Problem Solving Creativity; Innovation Productivity; Performance
BENEFITS OF THE BUSINESS DNA MAP
Thinking Different for Infinite Shared Happiness
STORY LOGIC OF THE BUSINESS DNA MAP: 3 Fundamental Building Blocks
Business DNA Question: ………………………………………………………………………………………………………………………………
D A N
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Aspirations (Why?)
Design (How?)
Needs (What?)
Result Helper (Product)
Protagonist (Customer)
Response
Stimulus
Challenge/Problem/Need
GENERAL LOGIC OF THE BUSINESS DNA MAP: 3 Fundamental Building Blocks
Business DNA Question: ………………………………………………………………………………………………………………………………
D A N
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Aspirations (Why?)
Design (How?)
Needs (What?)
Result Product Customers
Response
Stimulus
BUSINESS LOGIC OF THE BUSINESS DNA MAP
Business DNA Question: ………………………………………………………………………………………………………………………………
D A N
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Aspirations (Why?)
Design (How?)
Needs (What?)
Result Product Customers
Feedback/Attention/Interaction/ Delight/Action/Trust/Love/Desire/Loyalty;
ENQUIRY/ORDER/PAYMENT/REVENUE
Offer/Positioning/Advertisements; PRODUCT DELIVERY/MAINTENANCE/COST
BUSINESS MODEL CANVAS
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“It *Business Model Canvas+ assists firms in aligning their activities by illustrating potential trade-offs.”
THE BUSINESS MODEL CANVAS
“The Business Model Canvas
was initially proposed by Alexander Osterwalder based on his earlier work on Business Model Ontology.”
“The Business Model Canvas is a strategic management template for developing new or documenting existing business models.”
“It *Business Model Canvas+ is a visual chart with elements describing a firm's value proposition, infrastructure, customers, and finances.”
THE BUSINESS MODEL CANVAS
Source: http://en.wikipedia.org/wiki/Business_Model_Canvas
ITENNSEL • Align Members of Leadership Team (For Instance, During Formation of New Non-profit Program) • Help Government Organizations Adopt an Entrepreneurial Mindset
• Show Members of a Team the Big Picture, Roles, and Interdependen- cies in a Project • Think Holistically and Avoid Getting Stuck on Details of the Business
Establish a Common Language for Business Model Innovation
• Design an Attractive Business Plan
• Translate Business Plans Into Business Processes and Activities for Implementation
• Restructure Value Chain Especially By Offering New Value Propositions • Design Future Organizational Structure of a Company
• Establish “As Is” and “To Be” Business Models • Do Reality Check on and Clarify Existing Business Model • Envision Innovative Business Models
DELIGHT AND APPLICATIONS OF
THE BUSINESS MODEL CANVAS
• Determine Shared Goals and Strategic Priorities in Business
• Easily Illustrate the Financial Viability of a Business Model
• Assess Personal Business Model and Discover Opportunities • Capture Ideas and Solutions for Projects
DELIGHT AND APPLICATIONS OF THE BUSINESS MODEL CANVAS
Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman.
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ITENN
BUSINESS MODEL CANVAS: 9 Building Blocks
Source: http://en.wikipedia.org/wiki/Business_Model_Canvas (Alexander Osterwalder & Yves Pigneur)
ITENNSEL “Doesn't include a representation of the main business issues/pain points and thereby corporate weakness, which a holistic business model approach should include for they represent the threat to the company's business model.”
“Doesn't have a clear cause and effect linkage between the competencies, desired outcomes and measurements.” “The linkages among competences, measurements and results is not explicit.”
“*T}heory can't be applied to a full business model framework.”
“Doesn't consider the important issue of goal setting, which is critical for developing the business model.” “Doesn't include a representation of core differentiated and core competitive competencies …”
“Doesn't place enough emphasis on business model management and is thereby missing a continuous improvement and governance approach to the business model.”
“Doesn't include corporate structure and responsibility …”
“Doesn't include a representation of the main business goals, e.g. strategic business objectives, critical successfactors and key performance indicators, which a holistic business model approach should include.”
“Doesn't consider the issue of performance measurements, which is vital for business modelling.”
PAIN AND CRITICISMS OF THE BUSINESS MODEL CANVAS
Source: http://en.wikipedia.org/wiki/Business_Model_Canvas (Based on Prof. Dr. Mark von Rosing’s Critique)
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
PAIN AND CRITICISMS OF
THE BUSINESS MODEL CANVAS
VISIONARY PERSPECTIVE OF
BUSINESS MODEL CANVAS
100,000 ft
BUSINESS DNA MAP FOR BUSINESS MODEL CANVAS – Visionary Perspective
Business DNA Question: ………………………………………………………………………………………………………………………………
D A N
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Aspirations (Why?)
Design (How?)
Needs (What?)
• Supply Infrastructure • Demand Infrastructure • Offer
• Profitability
Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk.
D A N
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
• Visual, Practical, and Beautiful Handbook for Business Model Innovators • Personalized Books for Companies and their Customers
• Co-creation of a Potential Bestseller (with Names of Co-creators)
• Simpler Business Model Innovation
Aspirations (Why?)
Design (How?)
Needs (What?)
• Visionaries • Game-changers • Challengers • Entrepreneurs • Executives • Consultants • Academics • Companies
Example: VISIONARY BUSINESS MODEL (Plan/Future Story/Hypotheses) FOR
“BUSINESS MODEL GENERATION” BOOK PROJECT
Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk.
SUPPLY INFRASTRUCTURE DEMAND INFRASTRUCTURE OFFER/VALUE
Eliminate complexity in visualizing business models
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business DNA Profitability (Storyboard)
Design “Inside the Enterprise” - Product Development
Needs “Outside the Enterprise” - Customer Development
Aspirations - Vision Management
“Business Model Generation” book by Alexander Oster-walder and Yves Pigneur
Benefit or Revenue: (+) • Hub Membership Fees • Advance/Post-Publication Sales • Free Section of Book • Fee for Customized Version • Royalties from Publishers
Total Benefit or Revenue:
Cost: (-)
• Design • Content Production • Printing • Distribution
Total Cost:
Value or Profit (Margin) Total Profit (Margin): Return On Investment (ROI):
A N
Stage in Lifecycle (S-Wave): Infancy Date: 2009
D
• Visual, Practical, and Beautiful Handbook for Business Model Innovators • Personalized Books for Companies and their Customers
• Co-creation of a Potential Bestseller (with Names of Co-creators) • Simpler Business Model Innovation
BUSINESS DNA MAP FOR PROFITABILITY OF “BUSINESS MODEL GENERATION” PROJECT
Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry?
Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk.
• Visionaries • Game-changers • Challengers • Entrepreneurs • Executives; Consultants • Academics • Companies
Eliminate complexity in visualizing business models
BUSINESS DNA MAP FOR SWOT ANALYSIS OF “BUSINESS MODEL GENERATION” PROJECT
Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry?
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business DNA SWOT Analysis (Storyboard)
Design “Inside the Enterprise” - Product Development
Needs “Outside the Enterprise” - Customer Development
Aspirations - Vision Management
“Business Model Generation” book by Alexander Oster-walder and Yves Pigneur
CURRENT SITUATION
S: Strengths Overall Strength:
W: Weaknesses Overall Weakness:
FUTURE SITUATION
O: Opportunities Overall Opportunity:
T: Threats Overall Threat:
A N
Stage in Lifecycle (S-Wave): Infancy Date: 2009
D
• Visual, Practical, and Beautiful Handbook for Business Model Innovators • Personalized Books for Companies and their Customers
Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk.
• Visionaries • Game-changers • Challengers • Entrepreneurs • Executives; Consultants • Academics • Companies
• Co-creation of a Potential Bestseller (with Names of Co-creators) • Simpler Business Model Innovation
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business DNA Balanced Scorecard (Storyboard: Measures)
Design “Inside the Enterprise” - Product Development
Needs “Outside the Enterprise” - Customer Development
Aspirations - Vision Management
“Business Model Generation” book by Alexander Oster-walder and Yves Pigneur
Financial (Investor) Perspective
To succeed financially, how should we appear to our shareholders?
Customer Perspective
To achieve our vision, how should we appear to our customers?
Process Perspective
To satisfy our shareholders and customers, what business processes must we excel at?
Employee (Learning) Perspective
To achieve our vision, how will we sustain our ability to change and improve?
A N D
BALANCED SCORECARD PERSPECTIVES FOR “BUSINESS MODEL GENERATION” PROJECT
Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry?
Stage in Lifecycle (S-Wave): Infancy Date: 2009
• Visual, Practical, and Beautiful Handbook for Business Model Innovators • Personalized Books for …
• Co-creation of a Potential Bestseller • Business Model Innova- tion
• Visionaries; Game-changers • Challengers; Entrepreneurs • Executives; Consultants • Academics; Companies
Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk.
STRATEGIC PERSPECTIVE OF
BUSINESS MODEL CANVAS
50,000 ft
D A N
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Aspirations (Why?)
Design (How?)
Needs (What?)
• Key Partnerships (KP)
• Key Resources (KR)
• Key Activities (KA)
• Channels (CH)
• Customer Relationships (CR)
• Customer Segments (CS)
• Value Proposition (VP) • Revenue (R$)
• Cost (C$)
Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk.
SUPPLY INFRASTRUCTURE DEMAND INFRASTRUCTURE OFFER/VALUE
BUSINESS DNA MAP FOR BUSINESS MODEL CANVAS – Strategic Perspective
Business DNA Question: ………………………………………………………………………………………………………………………………
D A N
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Aspirations (Why?)
Design (How?)
Needs (What?)
• Key Partnerships - The Movement (Design) - Ning Platform; Amazon.com - 3rd Party Logistics Company
• Key Resources - Blog and Online Visibility - Business Model Hub - Powerful Methodology
• Key Activities - Content Production - Hub Management - Guerilla Mrktng
• Channels - Hub Members - Word of Mouth; Guerilla Mrktng - Businessmodel.com
• Customer Relationships - Businessmodelhub.com - Business Model Event (Amsterdam)
• Customer Segments - Visionaries; etc. - Entrepreneurs - Companies
• Value Proposition - Visual, Practical, and Beautiful Hand- book for Business Model Innovators - Co-creation of a Potential Bestseller - Personalized Books for Companies and Their Customers - Bus. Model Inno
* Revenue
* Cost
Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk.
SUPPLY INFRASTRUCTURE DEMAND INFRASTRUCTURE OFFER/VALUE
Example: STRATEGIC BUSINESS MODEL (Plan/Future Story/Hypotheses) FOR
“BUSINESS MODEL GENERATION” BOOK PROJECT
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Strategic Business DNA Dashboard for “Business Model Generation” Book
Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry?
BUSINESS DNA
DESIGN BLOCK (Inside the Enterprise)
NEEDS BLOCK (Outside the Enterprise)
BUSINESS MODEL CANVAS
Key Partners
(KP)
Key Resources
(KR)
Key Activities
(KA)
Customer Relation-ships (CR)
Channels
(CH)
Customer Segments
(CS)
GLOBAL ENVIRON-
MENT MAP: Business Model
Environment (BME)
“SEMPORCES” Genes (Universal System Logic)
Suppliers/ Inputs
Employee/ Actors/ Culture/IP
Machinery/ Props/ Infrastructure
Process/ Strategy/ Tactics
Output: Product/ Service
Retailers/ Channels/ Distributors
Customers/ Audience
“Business Model Generation” Book
The Move-ment (Design) Ning.com Amazon. com 3rd Party Logistics
Osterwal-der & Pigneur Core Team Members Co-creators (Other Hub members)
Co-creation Of Bestseller Content Production; Hub Man-agement Guerilla Marketing and Word of Mouth
Visual, practical, and beauti-ful handbook Personalized books for companies and their customers
Blog; Word-of-mouth by Hub members Websites Businessmodelgeneration; Amazon; Bookstores
Visionaries Game-changers Challengers Entrepreneurs Executives Consultants Academics Companies
Market Forces Industry Forces Macro-economic Forces Key Trends
DELIGHT: Revenue (R$)
Customized Versions
Free/ Paid: Adv.
Hub Member-ship Fees
Royalties
PAIN: Cost (C$)
Design Printing Content Production
Distribution
SHARED VALUE (PROPOSITION/VP): Co-creation of Potential Bestseller (Contains Co-creators); Simpler Business Model Innovation
Source of Information: Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
D
A
N
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SWOT Analysis for “Business Model Generation” Book
Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry?
BUSINESS DNA
DESIGN BLOCK (Inside the Enterprise)
NEEDS BLOCK (Outside the Enterprise)
BUSINESS MODEL CANVAS
Key Partners
(KP)
Key Resources
(KR)
Key Activities
(KA)
Customer Relation-ships (CR)
Channels
(CH)
Customer Segments
(CS)
GLOBAL ENVIRON-
MENT MAP: Business Model
Environment (BME)
“SEMPORCES” Genes (Universal System Logic)
Suppliers/ Inputs
Employee/ Actors/ Culture/IP
Machinery/ Props/ Infrastructure
Process/ Strategy/ Tactics
Output: Product/ Service
Retailers/ Channels/ Distributors
Customers/ Audience
“Business Model Generation” Book
The Move-ment (Design) Ning.com Amazon. com 3rd Party Logistics
Osterwal-der & Pigneur Core Team Members Co-creators (Other Hub members)
Co-creation Of Bestseller Content Production; Hub Man-agement Guerilla Marketing and Word of Mouth
Visual, practical, and beauti-ful handbook Personalized books for companies and their customers
Blog; Word-of-mouth by Hub members Websites Businessmodelgeneration; Amazon; Bookstores
Visionaries Game-changers Challengers Entrepreneurs Executives Consultants Academics Companies
Market Forces Industry Forces Macro-economic Forces Key Trends
S: Strengths
W: Weaknesses
O: Opportunities
T: Threats
D
A
N
Source of Information: Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Benchmarking for “Business Model Generation” Book
Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry?
BUSINESS DNA
DESIGN BLOCK (Inside the Enterprise)
NEEDS BLOCK (Outside the Enterprise)
BUSINESS MODEL CANVAS
Key Partners
(KP)
Key Resources
(KR)
Key Activities
(KA)
Customer Relation-ships (CR)
Channels
(CH)
Customer Segments
(CS)
GLOBAL ENVIRON-
MENT MAP: Business Model
Environment (BME)
“SEMPORCES” Genes (Universal System Logic)
Suppliers/ Inputs
Employee/ Actors/ Culture/IP
Machinery/ Props/ Infrastructure
Process/ Strategy/ Tactics
Output: Product/ Service
Retailers/ Channels/ Distributors
Customers/ Audience
Traditional Book Publishing
Good Publisher
Content/ Publ. Deal
Writing Book Publisher/ Retail
Readers ‘Five Forces’ of Competn
“Business Model Generation” Book
The Move-ment (Design) Ning.com Amazon. com 3rd Party Logistics
Osterwal-der & Pigneur Core Team Members Co-creators (Other Hub members)
Co-creation Of Bestseller Content Production; Hub Man-agement Guerilla Marketing and Word of Mouth
Visual, practical, and beauti-ful handbook Personalized books for companies and their customers
Blog; Word-of-mouth by Hub members Websites Businessmodelgeneration; Amazon; Bookstores
Visionaries Game-changers Challengers Entrepreneurs Executives Consultants Academics Companies
Market Forces Industry Forces Macro-economic Forces Key Trends
Delight: (+)
Pain: (-)
D
A
N
Source of Information: Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Balanced Scorecard Perspectives for “Business Model Generation” Book
Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry?
BUSINESS DNA
DESIGN BLOCK (Inside the Enterprise)
NEEDS BLOCK (Outside the Enterprise)
BUSINESS MODEL CANVAS
Key Partners
(KP)
Key Resources
(KR)
Key Activities
(KA)
Customer Relation-ships (CR)
Channels
(CH)
Customer Segments
(CS)
GLOBAL ENVIRON-
MENT MAP: Business Model
Environment (BME)
“SEMPORCES” Genes (Universal System Logic)
Suppliers/ Inputs
Employee/ Actors/ Culture/IP
Machinery/ Props/ Infrastructure
Process/ Strategy/ Tactics
Output: Product/ Service
Retailers/ Channels/ Distributors
Customers/ Audience
“Business Model Generation” Book
The Move-ment (Design) Ning.com Amazon. com 3rd Party Logistics
Osterwal-der & Pigneur Core Team Members Co-creators (Other Hub members)
Co-creation Of Bestseller Content Production; Hub Man-agement Guerilla Marketing and Word of Mouth
Visual, practical, and beauti-ful handbook Personalized books for companies and their customers
Blog; Word-of-mouth by Hub members Websites Businessmodelgeneration; Amazon; Bookstores
Visionaries Game-changers Challengers Entrepreneurs Executives Consultants Academics Companies
Market Forces Industry Forces Macro-economic Forces Key Trends
Financial Perspective
Customer Persp.
Process Persp.
Learning Persp.
D
A
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Source of Information: Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business DNA Management for “Business Model Generation” Book
Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry?
BUSINESS DNA
DESIGN BLOCK (Inside the Enterprise)
NEEDS BLOCK (Outside the Enterprise)
BUSINESS MODEL CANVAS
Key Partners
(KP)
Key Resources
(KR)
Key Activities
(KA)
Customer Relation-ships (CR)
Channels
(CH)
Customer Segments
(CS)
GLOBAL ENVIRON-
MENT MAP: Business Model
Environment (BME)
“SEMPORCES” Genes (Universal System Logic)
Suppliers/ Inputs
Employee/ Actors/ Culture/IP
Machinery/ Props/ Infrastructure
Process/ Strategy/ Tactics
Output: Product/ Service
Retailers/ Channels/ Distributors
Customers/ Audience
“Business Model Generation” Book
The Move-ment (Design) Ning.com Amazon. com 3rd Party Logistics
Osterwal-der & Pigneur Core Team Members Co-creators (Other Hub members)
Co-creation Of Bestseller Content Production; Hub Man-agement Guerilla Marketing and Word of Mouth
Visual, practical, and beauti-ful handbook Personalized books for companies and their customers
Blog; Word-of-mouth by Hub members Websites Businessmodelgeneration; Amazon; Bookstores
Visionaries Game-changers Challengers Entrepreneurs Executives Consultants Academics Companies
Market Forces Industry Forces Macro-economic Forces Key Trends
MODEL (Plan)
PROTOTYPE (Do)
MEASURE (Check)
LEARN (Review)
D
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Source of Information: Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Customer Development for “Business Model Generation” Book
Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry?
BUSINESS DNA
DESIGN BLOCK (Inside the Enterprise)
NEEDS BLOCK (Outside the Enterprise)
BUSINESS MODEL CANVAS
Key Partners
(KP)
Key Resources
(KR)
Key Activities
(KA)
Customer Relation-ships (CR)
Channels
(CH)
Customer Segments
(CS)
GLOBAL ENVIRON-
MENT MAP: Business Model
Environment (BME)
“SEMPORCES” Genes (Universal System Logic)
Suppliers/ Inputs
Employee/ Actors/ Culture/IP
Machinery/ Props/ Infrastructure
Process/ Strategy/ Tactics
Output: Product/ Service
Retailers/ Channels/ Distributors
Customers/ Audience
“Business Model Generation” Book
The Move-ment (Design) Ning.com Amazon. com 3rd Party Logistics
Osterwal-der & Pigneur Core Team Members Co-creators (Other Hub members)
Co-creation Of Bestseller Content Production; Hub Man-agement Guerilla Marketing and Word of Mouth
Visual, practical, and beauti-ful handbook Personalized books for companies and their customers
Blog; Word-of-mouth by Hub members Websites Businessmodelgeneration; Amazon; Bookstores
Visionaries Game-changers Challengers Entrepreneurs Executives Consultants Academics Companies
Market Forces Industry Forces Macro-economic Forces Key Trends
Customer Discovery
Cust. Validation
Cust. Creation
Company Building
D
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Source of Customer Development Phases : Blank, S. (2007) The Four Steps To The Epiphany. USA: Quad/Graphics.
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Program for “Business Model Generation” Book
Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry?
BUSINESS DNA
DESIGN BLOCK (Inside the Enterprise)
NEEDS BLOCK (Outside the Enterprise)
BUSINESS MODEL CANVAS
Key Partners
(KP)
Key Resources
(KR)
Key Activities
(KA)
Customer Relation-ships (CR)
Channels
(CH)
Customer Segments
(CS)
GLOBAL ENVIRON-
MENT MAP: Business Model
Environment (BME)
“SEMPORCES” Genes (Universal System Logic)
Suppliers/ Inputs
Employee/ Actors/ Culture/IP
Machinery/ Props/ Infrastructure
Process/ Strategy/ Tactics
Output: Product/ Service
Retailers/ Channels/ Distributors
Customers/ Audience
“Business Model Generation” Book
The Move-ment (Design) Ning.com Amazon. com 3rd Party Logistics
Osterwal-der & Pigneur Core Team Members Co-creators (Other Hub members)
Co-creation Of Bestseller Content Production; Hub Man-agement Guerilla Marketing and Word of Mouth
Visual, practical, and beauti-ful handbook Personalized books for companies and their customers
Blog; Word-of-mouth by Hub members Websites Businessmodelgeneration; Amazon; Bookstores
Visionaries Game-changers Challengers Entrepreneurs Executives Consultants Academics Companies
Market Forces Industry Forces Macro-economic Forces Key Trends
Week 1
Week 2
Week 3
Week …
D
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Source of Information: Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
TEMPLATES
THE BUSINESS DNA MAP – 100,000ft Classic Storyboard
Business DNA Question: ………………………………………………………………………………………………………………………………
D A N
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Aspirations (Why?)
Design (How?)
Needs (What?)
Result
Feedback/Attention/Interaction/ Delight/Trust/Love/Desire/Loyalty;
ENQUIRY/ORDER/PAYMENT/REVENUE
Offer/Positioning/Advertisements; PRODUCT DELIVERY/MAINTENANCE/COST
Product/Solution Customer Problems/Issues
Template: BUSINESS DNA DASHBOARD – 100,000ft Swimlane Storyboard
Business DNA Question: ………………………………………………………………………………………………………………………………
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business DNA Item (Storyboard)
Design “Inside the Enterprise” - Product Development
Needs “Outside the Enterprise” - Customer Development
Aspirations - Vision Management
A N
Stage in Lifecycle (S-Wave): …………………………..............................…………… Date: ……………………………………..
D
Template: BUSINESS DNA DASHBOARD for Profitability – 100,000ft Grid Storyboard
Business DNA Question: ………………………………………………………………………………………………………………………………
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business DNA Profitability (Storyboard)
Design “Inside the Enterprise” - Product Development
Needs “Outside the Enterprise” - Customer Development
Aspirations - Vision Management
Description
DELIGHT: Benefit or Revenue (+)
Total Benefit or Revenue:
PAIN: Cost (-)
Total Cost:
Value or Profit Total Profit:
A N
Stage in Lifecycle (S-Wave): …………………………..............................…………… Date: ……………………………………..
D
Template: SWOT ANALYSIS ON BUSINESS DNA DASHBOARD – 100,000ft Grid Storyboard
Business DNA Question: ………………………………………………………………………………………………………………………………
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business DNA SWOT Analysis (Storyboard)
Design System
Needs Supersystem (Environment)
Aspirations Result
Description
CURRENT SITUATION
S: Strengths Overall Strength:
W: Weaknesses Overall Weakness:
FUTURE SITUATION
O: Opportunities Overall Opportunity:
T: Threats Overall Threat:
A N
Stage in Lifecycle (S-Wave): …………………………..............................…………… Date: ……………………………………..
D
Template: BALANCED SCORECARD PERSPECTIVES ON BUSINESS DNA DASHBOARD
Business DNA Question: ………………………………………………………………………………………………………………………………
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business DNA Balanced Scorecard (Storyboard: Measures)
Design “Inside the Enterprise” - Product Development
Needs “Outside the Enterprise” - Customer Development
Aspirations - Vision Management
Description
Financial (Investor) Perspective
To succeed financially, how should we appear to our shareholders?
Customer Perspective
To achieve our vision, how should we appear to our customers?
Process Perspective
To satisfy our shareholders and customers, what business processes must we excel at?
Employee (Learning) Perspective
To achieve our vision, how will we sustain our ability to change and improve?
A N
Stage in Lifecycle (S-Wave): …………………………..............................…………… Date: ……………………………………..
D
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Blank Template: Strategic Business DNA Dashboard – 50,000ft
Business DNA Question: ………………………………………………………………………………………………………………………………
BUSINESS DNA
DESIGN BLOCK (Inside the Enterprise)
NEEDS BLOCK (Outside the Enterprise)
TOOL/MODEL: GLOBAL ENVIRON-
MENT MAP:
Environment “SEMPORCES” Genes (Universal System Logic)
Suppliers/ Inputs
Employee/ Actors/ Culture/IP
Machinery/ Props/ Infrastructure
Process/ Strategy/ Tactics
Output: Product/ Service
Retailers/ Channels/ Distributors
Customers/ Audience
Description
DELIGHT:
PAIN:
SHARED VALUE (PROPOSITION):
D
A
N
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Strategic Business DNA Dashboard for Business Model Canvas
Business DNA Question: ………………………………………………………………………………………………………………………………
BUSINESS DNA
DESIGN BLOCK (Inside the Enterprise)
NEEDS BLOCK (Outside the Enterprise)
BUSINESS MODEL CANVAS
Key Partners
(KP)
Key Resources
(KR)
Key Activities
(KA)
Customer Relation-ships (CR)
Channels
(CH)
Customer Segments
(CS)
GLOBAL ENVIRON-
MENT MAP: Business Model
Environment (BME)
“SEMPORCES” Genes (Universal System Logic)
Suppliers/ Inputs
Employee/ Actors/ Culture/IP
Machinery/ Props/ Infrastructure
Process/ Strategy/ Tactics
Output: Product/ Service
Retailers/ Channels/ Distributors
Customers/ Audience
Description
Market Forces Industry Forces Macro-economic Forces Key Trends
DELIGHT: Revenue (R$)
PAIN: Cost (C$)
SHARED VALUE (PROPOSITION/VP):
D
A
N
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SWOT Analysis on Strategic Business DNA Dashboard
Business DNA Question: ………………………………………………………………………………………………………………………………
BUSINESS DNA
DESIGN BLOCK (Inside the Enterprise)
NEEDS BLOCK (Outside the Enterprise)
BUSINESS MODEL CANVAS
Key Partners
(KP)
Key Resources
(KR)
Key Activities
(KA)
Customer Relation-ships (CR)
Channels
(CH)
Customer Segments
(CS)
GLOBAL ENVIRON-
MENT MAP: Business Model
Environment (BME)
“SEMPORCES” Genes (Universal System Logic)
Suppliers/ Inputs
Employee/ Actors/ Culture/IP
Machinery/ Props/ Infrastructure
Process/ Strategy/ Tactics
Output: Product/ Service
Retailers/ Channels/ Distributors
Customers/ Audience
Description
Market Forces Industry Forces Macro-economic Forces Key Trends
S: Strengths
W: Weaknesses
O: Opportunities
T: Threats
D
A
N
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Balanced Scorecard Perspectives on Strategic Business DNA Dashboard
Business DNA Question: ………………………………………………………………………………………………………………………………
BUSINESS DNA
DESIGN BLOCK (Inside the Enterprise)
NEEDS BLOCK (Outside the Enterprise)
BUSINESS MODEL CANVAS
Key Partners
(KP)
Key Resources
(KR)
Key Activities
(KA)
Customer Relation-ships (CR)
Channels
(CH)
Customer Segments
(CS)
GLOBAL ENVIRON-
MENT MAP: Business Model
Environment (BME)
“SEMPORCES” Genes (Universal System Logic)
Suppliers/ Inputs
Employee/ Actors/ Culture/IP
Machinery/ Props/ Infrastructure
Process/ Strategy/ Tactics
Output: Product/ Service
Retailers/ Channels/ Distributors
Customers/ Audience
Description
Market Forces Industry Forces Macro-economic Forces Key Trends
Financial Perspective
Customer Persp.
Process Persp.
Learning Persp.
D
A
N
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business DNA Management on Strategic Business DNA Dashboard
Business DNA Question: ………………………………………………………………………………………………………………………………
BUSINESS DNA
DESIGN BLOCK (Inside the Enterprise)
NEEDS BLOCK (Outside the Enterprise)
BUSINESS MODEL CANVAS
Key Partners
(KP)
Key Resources
(KR)
Key Activities
(KA)
Customer Relation-ships (CR)
Channels
(CH)
Customer Segments
(CS)
GLOBAL ENVIRON-
MENT MAP: Business Model
Environment (BME)
“SEMPORCES” Genes (Universal System Logic)
Suppliers/ Inputs
Employee/ Actors/ Culture/IP
Machinery/ Props/ Infrastructure
Process/ Strategy/ Tactics
Output: Product/ Service
Retailers/ Channels/ Distributors
Customers/ Audience
Description
Market Forces Industry Forces Macro-economic Forces Key Trends
MODEL (Plan)
PROTOTYPE (Do)
MEASURE (Check)
LEARN (Review)
D
A
N
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Customer Development Phases on Strategic Business DNA Dashboard
Business DNA Question: ………………………………………………………………………………………………………………………………
BUSINESS DNA
DESIGN BLOCK (Inside the Enterprise)
NEEDS BLOCK (Outside the Enterprise)
BUSINESS MODEL CANVAS
Key Partners
(KP)
Key Resources
(KR)
Key Activities
(KA)
Customer Relation-ships (CR)
Channels
(CH)
Customer Segments
(CS)
GLOBAL ENVIRON-
MENT MAP: Business Model
Environment (BME)
“SEMPORCES” Genes (Universal System Logic)
Suppliers/ Inputs
Employee/ Actors/ Culture/IP
Machinery/ Props/ Infrastructure
Process/ Strategy/ Tactics
Output: Product/ Service
Retailers/ Channels/ Distributors
Customers/ Audience
Description
Market Forces Industry Forces Macro-economic Forces Key Trends
Customer Discovery
Cust. Validation
Cust. Creation
Company Building
D
A
N
Source of Customer Development Phases : Blank, S. (2007) The Four Steps To The Epiphany. USA: Quad/Graphics.
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Program for Strategic Business DNA Dashboard
Business DNA Question: ………………………………………………………………………………………………………………………………
BUSINESS DNA
DESIGN BLOCK (Inside the Enterprise)
NEEDS BLOCK (Outside the Enterprise)
BUSINESS MODEL CANVAS
Key Partners
(KP)
Key Resources
(KR)
Key Activities
(KA)
Customer Relation-ships (CR)
Channels
(CH)
Customer Segments
(CS)
GLOBAL ENVIRON-
MENT MAP: Business Model
Environment (BME)
“SEMPORCES” Genes (Universal System Logic)
Suppliers/ Inputs
Employee/ Actors/ Culture/IP
Machinery/ Props/ Infrastructure
Process/ Strategy/ Tactics
Output: Product/ Service
Retailers/ Channels/ Distributors
Customers/ Audience
Description
Market Forces Industry Forces Macro-economic Forces Key Trends
Week 1
Week 2
Week 3
Week …
D
A
N
APPENDIX
THE ZOOMABLE BUSINESS DNA MAP: Examples
Tools for Business Model Visualization, Organization, Management, and Presentation
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Level (Storyboard)
Description of Business DNA Map or Storyboard (Checklist)
No. of Main Topics
200,000ft Industry Value Chain Analysis (Genome); Business Value System (Network)
100,000ft (Visionary)
Systems View of Business DNA Map; Key Functional Departments; Business DNA Dashboard; User-Centered Design; IDEO’s Human Centered Design; Plan-As-You-Go; Lean Startup Strategy; Strategy Statement;
3
90,000ft Balanced Scorecard; Strategy Map; Four Box Model Framework; Lean Startup
4
70,000ft One Page Business Plan 5
50,000ft (Strategic)
SEMPORCES Chain (Sequence of Genes); Business Model Canvas; Lean Canvas
9
40,000ft Enterprise Value Chain 12
10,000ft (Tactical)
Customer Development 14
5,000ft Open Services Value Chain; Traditional Business Plan 16
Overview: BUSINESS DNA DASHBOARD FOR ZOOMABLE BUSINESS MODEL CANVAS
Business DNA Question: ………………………………………………………………………………………………………………………………
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business DNA Item (Storyboard)
Design “Inside the Enterprise” - Product Development
Needs “Outside the Enterprise” - Customer Development
Aspirations - Vision Management
Description
VISIONARY Perspective - Visionary Business Model (Goals and Objectives)
• Product • Customer • Result
STRATEGIC Perspective - Business Model Canvas (Strategies; Hypotheses)
• Key Partnerships (KP) • Key Resources (KR) • Key Activities (KA)
• Channels (CH) • Customer Segments (CS) • Customer Relationships (CR)
• Value Proposition (VP) • Revenue Streams (R$) • Cost Structure (C$)
OPERATIONAL Perspective - Business Model Scorecard (Key Performance Indicators)
• Partner Performance • Resource Performance • Activity Performance
• Customer Performance • Offer Performance
• Financial Performance
A N
Stage in Lifecycle (S-Wave): …………………………..............................…………… Date: ……………………………………..
D
Supply Infrastructure Demand Infrastructure Offer Value
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Four-Box Business Model on Strategic Business DNA Dashboard
Business DNA Question: ………………………………………………………………………………………………………………………………
BUSINESS DNA
DESIGN BLOCK (Inside the Enterprise)
NEEDS BLOCK (Outside the Enterprise)
FOUR-BOX BUSINESS MODEL
Key Resources
(1)
Key Resources
(2)
Key Activities
Key Resources
(3)
Key Resources
(4)
GLOBAL ENVIRON-
MENT MAP: Business Model
Environment (BME)
“SEMPORCES” Genes (Universal System Logic)
Suppliers/ Inputs
Employee/ Actors/ Culture/IP
Machinery/ Props/ Infrastructure
Process/ Strategy/ Tactics
Output: Product/ Service
Retailers/ Channels/ Distributors
Customers/ Audience
Description
Market Forces Industry Forces Macro-economic Forces Key Trends
DELIGHT: Revenue
PAIN: Cost
SHARED VALUE (PROPOSITION):
D
A
N
PR
OFI
T FO
RM
ULA
ITENN Strategy Mapping Value Curve Mapping
Business Strategy Design: Low Cost Strategy; Differentiation Strategy; Blue Ocean Strategy; Disruptive Innovation Strategy
Process Mapping: SIPOC
Root-cause Analysis
Fishbone Diagramming
Benchmarking
Business Concept (Idea/Vision) Dev., Testing, and Validation Pitching of Business Projects
One-Minute Business Model
One-page Business Plan
Environmental/Situational Description and Analysis Performance Management, for example, using the Balanced Scorecard Total Business Intelligence
Visual Project Management Wargaming
Scenarios; Decision-making Team/Personal Development
Value Chain Modeling/Profiling Value Chain & Industry Analysis
Value Chain Optimization
Value Chain Innovation
BUSINESS DNA MAP: A Platform for
Universal Strategic Planning and Performance Management
Business Model Mapping & Analysis
Business Model Innovation
Business Value Engineering
Financial Planning & Budgeting
Value Innovation: Products/Ads Visual Risk/SWOT Analysis
Trade-off Analysis
Conflict Resolution
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
30 APPLICATIONS OF BUSINESS DNA MAP
Business DNA Question: ………………………………………………………………………………………………………………………………
Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS GENOME INDEX: A Periodic Table of Elements of Business Stories & Models
Business Genomics Ontology for Universal Strategic Management and Innovation
S E M P O R C E S Suppliers/ Inputs
Employees/ Culture/ IP
Machinery/ Tools/ Facility
Processes/ Goals/ Strategies
Output: Product/ Service
Retailers/ Distributors/ Channels
Customers/ Consumers (Care/Support)
Environ-ment
Shared Value
Partners (Suppliers/Materials/ Info)
Key Resources Activities (Processes)
Implicit Shared Value Proposition
Customer Relationship Management
Society SHARED VALUE (VISION: Pain/ Delight)
CAPABILITIES: CORE COMPETENCIES LOCAL ENVIRONMENT
GLOBAL ENV.
ENTERPRISE (BUSINESS SYSTEM)
Design
Needs
Aspiratns
SUPPLY CHAIN (VALUE CHAIN)
COMPETI-TIVE FORCES
COMPE-TITIVE ADVAN-TAGE
INPUT PROCESSING OUTPUT EXTERNAL ENVIRONMENT RESULT (Impacts/ Effects) BUSINESS DNA GAME
BUSINESS GENOME INDEX (Business Genome Map/Business Semantic Web/Shared Value Model)
D N A