Steve Blank's Customer Development Methodology presents a comprehensive approach for developing scalable startups. However, the current focus of Blank's book and the emerging Lean Startup methodology is on software companies.
This presentation introduces the Customer Development Roadmap which shows a visual and general approach for Customer Development. Also, the concept of the Blue Ocean Startup ('the ultimate startup') is introduced.
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THE CUSTOMER DEVELOPMENT ROADMAP: A Minimum Viable Toolset for Systematically Creating Blue Ocean Startups
1. THE CUSTOMER DEVELOPMENT ROADMAP
A Minimum Viable Toolset for Systematically Creating Blue Ocean Startups
Dr. Rod Kuhn King
Visual Problem Solver, Inventor, and Magician
2. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Visual Customer Development
Especially for
‘Non-Software’ Startups
3. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
4. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
A Blue Ocean Startup
Is a “Value Innovation” Business That
Creates an Uncontested Market Space and
Makes Competitors Irrelevant
5. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Eventually, a Blue Ocean Startup has
a Profit Margin of, at least, 20% p.a.
not more than 3 Direct Competitors
in a Fast-growing Market (Niche)
a Market Share of, at least,
3 Times That of Nearest Competitor
6. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Blue Ocean Startups
Are the Darlings of
Angel Investors,
Venture Capitalists, and
the Stock Market
7. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
ORIGINAL BLUE OCEAN STARTUPS
ORIGINAL
BLUE OCEAN STARTUPS
GURUS
8. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
But, how are Blue Ocean Startups Created?
9. ITENN
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS MODEL DEVELOPMENT
TOOLS FOR SYSTEMATICALLY CREATING BLUE OCEAN STARTUPS
WISDOMSOURCING MAP
(Rod King)
CUSTOMER DEVELOPMENT
(Steve Blank)
BLUE OCEAN STRATEGY
(W. Chan Kim & Renee Mauborgne)
Blue
Ocean
Startup
Market Types
(Customer Experience
Map)
Value Innovation
VoC
Note
VoC: Voice of Customer
LEAN STARTUP
(Eric Ries)
10. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Key
OMG-Experience:
Undesirable Experience:
Profit Margin
No. of Direct Competitors
(Level of Commoditization)
Blue Ocean
(“Practical Impossibility”)
Luxury Spot
Disruption Spot
Green Ocean Red Ocean
JOURNEY OF
THE BLUE OCEAN STARTUP
3
100%
6
10%
20%
10 (Global)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
11. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Profit Margin
No. of Direct Competitors
(Level of Commoditization)
COMPANY BUILDING COMPANY SCALING/
ACQUISITION
CUSTOMER CREATION
CUSTOMER DISCOVERY
& VALIDATION
‘CUSTOMER DEVELOPMENT’ JOURNEY OF
THE BLUE OCEAN STARTUP
3
100%
6
10%
20%
10 (Global)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
12. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Key
OMG-Experience:
Undesirable Experience:
GURUS
Sweet Spot
STARTUP
Blue Ocean
STARTUP
(“Practical Impossibility;
Value Innovation”)
Luxury Spot
STARTUP
(“Existing Market”)
Disruption Spot/
Lean STARTUP
(“Resegmented/Reframed
Market; Lean/No-frills Niche”)
Volcano
STARTUP
Oasis
STARTUP
Green Ocean
STARTUP
Red Ocean
STARTUP
No-Man’s-Island
STARTUP
3
10
6
3
6
10
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market
STARTUP)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
10 ARCHETYPAL STARTUPS & MARKET TYPES
“What Kind of a Startup Are We? What Kind of a Startup Must We Be? How?”
Differentiation
(Performance)
Cost
13. (-): PAIN
(+): DELIGHT 2
Profit Margin
Direct Competitors
(Commoditization)
(+): DELIGHT 1
Industry Attractiveness
(Market Growth)
New
Market
Space
Existing
Market
SpaceKey
OMG-Experience:
Undesirable Experience:
GURUS
Market (Customer Problem/Goal): ……………………………………………
BLUE OCEAN STARTUP Cube
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
14. WHY (PROBLEMS)?
Use of Waterfall Model for
Product Development
Having Little or No Customers:
Product-Market Misfit
HOW MANY? HOW MUCH?
Growing Communities of Practice for
Customer Development Model
Lean Startup Model
WHAT (PROBLEMS)?
9 out of 10 New Products are
Failures (Unprofitable)
High Mortality Rate of Scalable
Startups
HOW (SOLUTION)?
Customer Development Model
(Steve Blank): Customer Discovery;
Customer Validation; Customer
Creation; Company Building
Lean Startup Model (Eric Ries):
Continuous & Rapid Deployment
WHAT NEXT?
See http://steveblank.com/
WHERE (PROBLEMS)?
Scalable Startups especially in
Silicon Valley, California
World of Business (Startups)
THE METHODOLOGY OF
CUSTOMER DEVELOPMENT
(based on Steve Blank’s book:
“The Four Steps
To The Epiphany”)
WHEN?
See http://steveblank.com/
WHO?
Steve Blank
Retired Serial Entrepreneur
Author of “The Four Steps
To The Epiphany”
Creator of “Customer Dev. Model”
Entrepreneurship Professor
OVERVIEW OF
THE METHODOLOGY OF CUSTOMER DEVELOPMENT
“Successful Strategies for Products That Win”
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
15. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Customer Development
Model:
Minimum Viable
Product(s)
Time
(Delay; Cost; Adoption Barrier)
Waterfall Model:
Alpha/Beta Product
Amount of
Validated Learning
Key
OMG-Experience:
Undesirable Experience:
GURUS
Learning Time Map for Product Development
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
Entirely New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
16. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Resegmented/
Reframed/Low-cost
Market;
Lean/No-frills Niche
Cost
(Adoption Barrier; Complexity;
Inaccessibility; Delay)
Existing High end-
Market
Performance
(Functionality;
Quality)
Key
OMG-Experience:
Undesirable Experience:
GURUS
Cost-Performance Map for ‘Market Types’
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
Entirely New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
3
10
6
3
6
10
17. CUSTOMER CREATION PYRAMID FOR
THE BLUE OCEAN STARTUP
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Delighters
Satisfiers
Dissatisfiers
Delighters
Satisfiers
Dissatisfiers
Delighters
Satisfiers
Dissatisfiers
NON-COMPETITORS
(Remote Industries/Economy:
Sectoral & Geographical Non-alternatives)
DIRECT COMPETITORS
(Core Sector/Strategic Groups:
Substitutes)
BUSINESS
(New) Customer Value Proposition/Market: …………………………………………………………………..
NON- CUSTOMERS
o Profitable
o Break-even
o Unprofitable
Oh My God-
Product/Service
Why?
How?
Why?
How?
Why?
How?
INDIRECT COMPETITORS
(Peripheral/Adjacent Industries:
Alternatives/Value Chain Complements)
Diffusion (Word-of-mouth) Potential = Delighters + Satisfiers - Dissatisfiers
GURUS
Hypotheses vs. Reality
JTBD = Job To Be Done
18. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
COMPETITIVE LANDSCAPE
FOR
THE BLUE OCEAN STARTUP
Customer Value Proposition
(Hypotheses vs. Facts):
COMPETITIVE LANDSCAPE FOR THE BLUE OCEAN STARTUP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
DIRECT COMPETITORS INDIRECT COMPETITORS
NON-COMPETITORS
19. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
MARKET UNIVERSE
FOR
THE BLUE OCEAN STARTUP
Customer Value Proposition
(Hypotheses vs. Facts):
MARKET UNIVERSE FOR THE BLUE OCEAN STARTUP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
CORE CUSTOMERS PERIPHERAL CUSTOMERS
REMOTE CUSTOMERS
21. CUSTOMER CREATION PYRAMID FOR
“THE CUSTOMER DEVELOPMENT ROADMAP”
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Delighters
Satisfiers
Dissatisfiers
Delighters
Satisfiers
Dissatisfiers
Delighters
Satisfiers
Dissatisfiers
NON-COMPETITORS
(Remote Industries/Economy:
Sectoral & Geographical Non-alternatives)
DIRECT COMPETITORS
(Core Sector/Strategic Groups:
Substitutes)
BUSINESS
Customer Value Proposition/Market: Create a Successful, Scalable Startup/Product;
Radically Reduce Risk of Failure for Startups/New Products
NON- CUSTOMERS
o Profitable
o Break-even
o Unprofitable
Customer
Dev. Roadmap
Why?
How?
Why?
How?
Why?
How?
INDIRECT COMPETITORS
(Peripheral/Adjacent Industries:
Alternatives/Value Chain Complements)
Diffusion (Word-of-mouth) Potential = Delighters + Satisfiers - Dissatisfiers
GURUS
Hypotheses vs. Reality
JTBD = Job To Be Done
22. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
CUSTOMER DEVELOPMENT
ROADMAP
(based on Steve Blank’s book:
“The Four Steps
To The Epiphany”)
CUSTOMER DEVELOPMENT ROADMAP
The 4 Stages of the Customer Development Journey for a Scalable Startup
1. CUSTOMER DISCOVERY 2. CUSTOMER VALIDATION
3. CUSTOMER CREATION 4. COMPANY BUILDING
23. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
CUSTOMER DEVELOPMENT
ROADMAP
(based on Steve Blank’s book:
“The Four Steps
To The Epiphany”)
CUSTOMER DEVELOPMENT ROADMAP - Details
The 4 Stages of the Customer Development Journey for a Scalable Startup
1. CUSTOMER DISCOVERY
1.1 State Your Hypothesis
- “Customer Experience Curve (Canvas): Expected Pain/Delight”
- Business Model (Global Value Chain): Expected Pain/Delight
1.2 Test “Problem” Hypothesis: “Customer Experience Curve: Actual”
1.3 Test “Product” Hypothesis: Minimum Viable Product (MVP)
- Build MVP: Prototype Ad/Headline/Web
Page/Product/Service; Min. Feature Set
- Test MVP
- Test Hypotheses for Business Model
2. CUSTOMER VALIDATION
2.1 Get Ready to Sell
2.2 Sell to “Earlyvangelists”
2.3 Develop Positioning: Product-Market Fit
- Proposed Customer Experience Curve (Canvas)
- Proposed Scalable Business Model
2.4 Verify
- Product-Market Fit
- Scalable Business Model
3. CUSTOMER CREATION
3.1 Get Ready
3.2 Position
3.3 Launch
3.4 Create Demand
4. COMPANY BUILDING
4.1 Mainstream Customers
4.2 Management/Culture Issues
4.3 Functional Departments
4.4 Fast Response Departments
24. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
QUESTIONS FOR
EACH STAGE OF
THE CUSTOMER
DEVELOPMENT JOURNEY
QUESTIONS FOR EACH STAGE OF
THE CUSTOMER DEVELOPMENT JOURNEY
2. WHERE MUST THE BUSINESS GO? What Positioning?
3. HOW WILL THE BUSINESS GET THERE?
What Business Model?
1. WHAT KIND OF A BUSINESS ARE WE? What Industry/Vision?
4. HOW WILL WE KNOW WHEN THE
BUSINESS’S VISION IS REALISED?
25. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
CUSTOMER DISCOVERY
STAGE
What are the hypotheses?
What are the facts/evidences?
CUSTOMER DISCOVERY STAGE
Collaboratively Discover Most Important Customers, Big Urgent Market Problem (BUMP), and Business Model
2. WHERE MUST THE BUSINESS GO? What Positioning?
3. HOW WILL THE BUSINESS GET THERE?
What Business Model?
1. WHAT KIND OF A BUSINESS ARE WE? What Industry/Vision?
4. HOW WILL WE KNOW WHEN THE
BUSINESS’S VISION IS REALISED?
26. ALID
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
CUSTOMER VALIDATION
STAGE
What are the hypotheses?
What are the facts/evidences?
CUSTOMER VALIDATION STAGE
Collaboratively Validate Most Important Customers, Big Urgent Market Problem (BUMP),
and Business Model as well as Customer Goal (Job To Be Done)
2. WHERE MUST THE BUSINESS GO? What Positioning?
3. HOW WILL THE BUSINESS GET THERE?
What Business Model?
1. WHAT KIND OF A BUSINESS ARE WE? What Industry/Vision?
4. HOW WILL WE KNOW WHEN THE
BUSINESS’S VISION IS REALISED?
27. ALID
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
CUSTOMER CREATION
STAGE
What are the hypotheses?
What are the facts/evidences?
CUSTOMER CREATION STAGE
Collaboratively Create End-user Demand and Drive That Demand Into Sales Channel of Business
1. WHAT KIND OF A BUSINESS ARE WE? What Industry/Vision? 2. WHERE MUST THE BUSINESS GO? What Positioning?
3. HOW WILL THE BUSINESS GET THERE?
What Business Model?
4. HOW WILL WE KNOW WHEN THE
BUSINESS’S VISION IS REALISED?
28. ALID
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
COMPANY BUILDING
STAGE
What are the hypotheses?
What are the facts/evidences?
COMPANY BUILDING STAGE
Collaboratively Scale Business Model and Establish Formal Departments With Standardized Processes
2. WHERE MUST THE BUSINESS GO? What Position?
3. HOW WILL THE BUSINESS GET THERE?
What Business Model?
1. WHAT KIND OF A BUSINESS ARE WE? What Industry/Vision?
4. HOW WILL WE KNOW WHEN THE
BUSINESS’S VISION IS REALISED?
29. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
THE 2 WORLDS OF
CUSTOMER DEVELOPMENT
THE 2 WORLDS OF CUSTOMER DEVELOPMENT
CUSTOMER DISCOVERY CUSTOMER VALIDATION
CUSTOMER CREATION COMPANY BUILDING
WORLD OF SEARCH FOR SCALABLE BUSINESS MODEL
(For ‘Startups/Entrepreneurs/Founders’)
WORLD OF EXECUTION FOR SCALABLE BUSINESS MODEL
(For ‘Established or Matured Companies/Accountants’)
30. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
EXPECTED OUTCOMES
FOR
Customer Discovery
Customer Validation
Customer Creation
Company Building
EXPECTED OUTCOMES
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
HYPOTHESES PROPOSED TESTING/METHOD
EXPECTED OUTCOMES
31. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
ACTUAL OUTCOMES
FOR
Customer Discovery
Customer Validation
Customer Creation
Company Building
ACTUAL OUTCOMES
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
HYPOTHESES: What we thought ACTUAL TESTING/METHOD: What we did
ACTUAL OUTCOMES: What we learned
32. ITENNE: ENVIRONMENT/INVESTOR
Revenue (Sales)
Cash Burn Rate
Month of Cash Left
Time to Cash Flow-Breakeven
Contribution Margin
P: PROCESSES
Cycle Time for Pivots/Prototyping/
Versioning/Product Releases
Average Time to First Order
Average Time to Follow-on Order
Customer Feedback/Voice
S: SUPPLIERS/MATERIALS
R: RETAILERS/DISTRIBUTORS/
CHANNELS
Advertising Expenses
Viral Coefficient
O: OUTPUTS (PRODUCT/
SERVICE)
No. of Minimum Viable Products
No. of Prototypes/Releases
Average Size Order
Average Selling Price per Order
Web Page/Site: Total Visits;
Total Page Views
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE
Agile/Lean (‘Small’) Teams
Lessons Learned/Insights
No. of Experiments/Interviews
Effectiveness/Proficiency of
Sale Person
Revenue per Sale Person
CUSTOMER DEVELOPMENT
DASHBOARD (CDD)
OUTCOMES/GOALS:
Customer Value Proposition
Business Value = Revenue/Cost
Customer Value (Experience) =
Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
C: CUSTOMERS/CONSUMERS &
RELATIONSHIPS
No. of Prospects/Registrations
No. of Customers/Referrals
Cost per Acquisition (Paid/Net)
Customer Lifetime Value
Customer Loyalty/Retention:
Net Promoter Score (NPS)
CUSTOMER DEVELOPMENT DASHBOARD
FOR THE BLUE OCEAN STARTUP
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
33. ITENN
E: ENVIRONMENT PROBLEMS
Inadequate Profit Margin/Cash
Flow/Return On Investment
Hyper-competition
Commoditization: Red Ocean
Ineffective Partners; Conflicts
Volatile/Chaotic Environment
P: PROCESS PROBLEMS
Incomplete Global Value Chain/
Business Model; Waste
Inadequate Business Processes:
Business Model Development/
Innovation/Strategy/Execution
Ineffective Marketing/Sales
S: SUPPLIER/MATERIAL
PROBLEMS
Inadequate Suppliers
Inadequate Materials
R: RETAILER/DISTRIBUTOR/
CHANNEL PROBLEMS
Inadequate Channels/
Distributors/Logistics
Inadequate Branding/Marketing/
Advertising
O: OUTPUT (PRODUCT/
SERVICE) PROBLEMS
Product-Market Misfit
Service-Market Misfit
Ineffective Pricing Model/
Strategy
Slow Prototyping/Deployment
Unacceptable Defects/Design
E: EMPLOYEE/KNOWLEDGE
ASSETS/CULTURE PROBLEMS
Unrealistic Vision/Forecast/Target
Ineffective Team/Culture
Ineffective Business Strategy
Ineffective Product Development
Ineffective Strategic Alignment
Inadequate Learning/Insights
WHY DO BUSINESSES
(STARTUPS) FAIL AND DIE?
INEFFECTIVE/INADEQUATE
Customer Value Proposition
Business Value (Experience)
Customer Value (Experience)
Competitive Advantage
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION PROBLEMS
Inadequate Machinery/
Equipment/Tools
Inadequate Technology
Inadequate Infrastructure
Inadequate Location
C: CUSTOMER/CONSUMER &
RELATIONSHIP PROBLEMS
Inadequate No. of Customers
Inadequate Market Growth Rate
Inadequate Customer Relation-
ships/Loyalty
Inadequate Collaboration/‘VoC’
WHY DO BUSINESSES GENERALLY FAIL AND DIE?GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
34. WHY?
HOW MANY? HOW MUCH?
WHAT (PROBLEMS/PAIN)?
HOW?
WHAT NEXT?
WHERE?
CUSTOMER PROBLEMS (PAIN)
What are the facts/evidences?
WHEN?
WHO?
CUSTOMER PROBLEM MAP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
35. WHY?
HOW MANY? HOW MUCH?
WHAT (PROBLEMS)?
HOW?
WHAT NEXT?
WHERE?
BUSINESS PROBLEMS (PAIN)
What are the facts/evidences?
WHEN?
WHO?
BUSINESS PROBLEM MAP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
36. CAUSE 4
CAUSE 6
CAUSE 1
CAUSE 5
CAUSE …
CAUSE 3
ROOT-CAUSES
-------------------------------
MAIN PROBLEM (EFFECT):
What are the facts/evidences?
CAUSE 7
CAUSE 2
ROOT-CAUSE MAP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
37. WHY (MISSION)?
HOW MANY? HOW MUCH?
WHAT (VISION)?
HOW?
WHAT NEXT?
WHERE?
BUSINESS VISION
WHEN?
WHO?
BUSINESS VISION MAP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
38. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
WHAT IS A BUSINESS MODEL?
A Business Model or Value Chain
is a Schema of
How an Organization or Industry Operates
to Deliver Value
Especially Profit and
Oh My God-Customer Experiences
39. ITENN
ENVIRONMENT
UNIVERSAL MODEL OF A SYSTEM
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SYSTEM
OUTPUTPROCESSING
INPUT
(Elements)
FEEDBACK (“Pivot”/Learning Cycle)
40. ITENN
ENVIRONMENT
UNIVERSAL BUSINESS SYSTEM
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SUPPLIERS/
MATERIALS
Partners CompetitorsInvestor
CUSTOMERS/
CONSUMERS
Government Society
RETAILERS/
CHANNELS
BUSINESS
OUTPUT
(Product/
Service)
PROCESSING
(PROCESSES)
INPUT
(EMPLOYEES/
MACHINERY)
FEEDBACK (“Pivot”/Learning Cycle)
41. INPUT (ELEMENT) 4 : X4
INPUT (ELEMENT) 6 : X6
INPUT (ELEMENT) 1: X1
INPUT (ELEMENT) 5 : X5
INPUT (ELEMENT) … : X…
INPUT (ELEMENT) 3 : X3
VISUAL EQUATION FOR
A SYSTEM
-------------------------------
OUTCOME OR OUTPUT (Y)
=
FUNCTION OF INPUTS (X)
INPUT (ELEMENT) 7 : X7
INPUT (ELEMENT) 2 : X2
VISUAL EQUATION FOR A SYSTEM
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
42. ITENNE: ENVIRONMENT P: PROCESSES
S: SUPPLIERS/MATERIALS
R: RETAILERS/DISTRIBUTORS/
CHANNELS
O: OUTPUTS (PRODUCT/
SERVICE)
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE
GLOBAL VALUE CHAIN:
OUTCOMES/GOALS
Customer Value Proposition (Job)
Business Value = Revenue/Cost
Customer Value (Experience) =
Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
C: CUSTOMERS/CONSUMERS &
RELATIONSHIPS
GLOBAL VALUE CHAIN
Zoomable Elements of a Value Chain or Business Model: “SEMPORCE”
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
43. ITENNE: ENVIRONMENT HYPOTHESES P: PROCESS HYPOTHESES
S: SUPPLIER/MATERIAL
HYPOTHESES
R: RETAILER/DISTRIBUTOR/
CHANNEL HYPOTHESES
O: OUTPUT (PRODUCT/
SERVICE) HYPOTHESES
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE HYPOTHESES
GLOBAL VALUE CHAIN
HYPOTHESES:
EXPECTATIONS FOR
Customer Value Proposition (Job)
Business Value = Revenue/Cost
Customer Value (Experience) =
Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION HYPOTHESES
C: CUSTOMER/CONSUMER
HYPOTHESES
GLOBAL VALUE CHAIN HYPOTHESES
Formulate, Test, and Validate Hypotheses for Elements of Value Chain or Business Model
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
44. ITENNGLOBAL VALUE CHAIN:
GOALS
Customer Value Proposition (Job)
Business Value = Revenue/Cost
Customer Value (Experience) =
Customer Delight/Customer Pain
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GOALS OF GLOBAL VALUE CHAIN
Collaboratively List and/or Sketch Goals Including Elements of Vision, Value Proposition,
Business Value, and Customer Value
52. ITENN
E: ENVIRONMENT
ENVIRONMENT
Collaboratively List and/or Sketch Elements of Environment:
Partners/Complementors/Competitors/Industries/Investors/Government/NGOs/Enemies/Society
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
53. ITENNE: ENVIRONMENT
• Competitors/Industry/Economy
• Partners/Complementors
• Investors/Board of Directors
• Public/Society/Enemies/Non-customer
• Government/NGOs/Environment
P: PROCESSES
• Preparing/Searching/Discovering
• Purchasing/Leasing
• Receiving/Delivering/Learning/Installing
• Using/Sharing/Complementing
• Maintaining/Storing/Managing/Disposing
S: SUPPLIERS/MATERIAL E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE
GLOBAL VALUE CHAIN
(PERFORMANCE DASHBOARD)
OUTCOMES/GOALS
Customer Value Proposition (Job)
Business Value = Revenue/Cost
Customer Value (Experience) =
Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
C: CUSTOMERS & CONSUMERS
RELATIONSHIPS
Core Customers/Users/Influencers
Peripheral Customers/Users/Influ.
Remote Customers/Users/Influ.
GENERIC ELEMENTS OF GLOBAL VALUE CHAIN
Collaboratively List, Sketch, Organize, and/or Manage Metrics for Elements of Value Chain
GURUS
R: RETAILERS/DISTRIBUTORS/
CHANNELS
Retailers/Distributors/Channels
Place/Warehousing/Location
Promotion/Buzz
Branding/Marketing
Advertising
Selling/Relationship Management
O: OUTPUTS (PRODUCT/
SERVICE)
Product/Service
Pricing
Packaging
Display
Design
Plan
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
54. ITENNE: ENVIRONMENT
Key Partners (KP)
P: PROCESSES
Key Activities (KA)
S: SUPPLIERS/MATERIALS
Key Resources (KR) – Suppliers
R: RETAILERS/DISTRIBUTORS/
CHANNELS
Channels (CH)
O: OUTPUTS (PRODUCT/
SERVICE)
Key Resources (KR) – Product/
Service
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE
Key Resources (KR) – Employees
GLOBAL VALUE CHAIN
FOR “BUSINESS MODEL
CANVAS”: GOALS
Customer Value Proposition (VP)
Revenue Streams (R$)
Cost Structure (C$)
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
Key Resources (KR) – Machinery
C: CUSTOMERS/CONSUMERS &
RELATIONSHIPS
Customer Segments (CS)
Customer Relationships (CR)
GLOBAL VALUE CHAIN FOR “BUSINESS MODEL CANVAS”
Visually Observe Similarities and Differences Between Global Value Chain & Business Model Canvas
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
55. ITENNE: ENVIRONMENT
Key Partners (KP)
Record Companies
Original Equipment Manufactur-
ers (OEMs)
P: PROCESSES
Key Activities (KA):
Hardware Design
Software Design
Marketing
S: SUPPLIERS/MATERIALS
Key Resources (KR) – Suppliers
R: RETAILERS/DISTRIBUTORS/
CHANNELS
Channels (CH)
iTunes Store
www.apple.com
Apple Stores
Selected Retail Stores
O: OUTPUTS (PRODUCT/
SERVICE)
Key Resources (KR) – Product/
Service
iPod Hardware
iTunes Software
Content & Agreements
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE
Key Resources (KR) – Employees
Staff
Apple Brand
APPLE INC.: iPod (2001)
Customer Value Proposition (VP):
“A Thousand Songs in Your Pocket”
Revenue Streams (R$): iPod Hard-
ware; iTunes Store; Commissions
Cost Structure (C$): Employees;
Manufacturing; Marketing & Sales
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
Key Resources (KR) – Machinery
C: CUSTOMERS/CONSUMERS &
RELATIONSHIPS
Customer Segments (CS)
Luxury Spot; Mass Market
Customer Relationships (CR)
“Lovemark”
Switching Costs
GLOBAL VALUE CHAIN FOR APPLE INC.: iPod
Visually Observe Similarities and Differences Between Global Value Chain & Business Model Canvas
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
56. FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) OUTCOME:
FUTURE
(DISRUPTIVE)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
GIVEN BUSINESS
MODEL
E:
Eliminate
R:
Reduce/Replace
I:
Increase
C:
Create
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
Staff/
Apple Brand
PROCESS
(Bus. Process/
Strategies)
Hardware Design/
Software Design/
Marketing
OUTPUTS:
PRODUCT/SERVICE
iPod Hardware/
iTunes Software/
Content &
Agreements
RETAILERS/DISTRIB./
CHANNELS
iTunes; apple.com;
Apple Stores/Others
CONSUMERS/
CUSTOMERS (Experience)
Luxury Spot/
Mass Market
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Record Companies/
Original Equipment
Manufacturers
(OEMs)/…
BUSINESS MODEL PIVOT FOR APPLE INC.: iPod - 2001
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem): ‘Fragmented’ Music ExperienceMission/Vision: “… Apple leads the digital music revolution. …”
57. HYPOTHESES PROBLEMS/
PAIN
(WEAKNESS-
ES/THREATS)
GOALS/Objectives/
Strategies/Tactics/
Initiatives/
Projects
Key Metrics/
Performance
Indicators/
Targets
Business Experiences (Impacts)
Description of BUSINESS/
GLOBAL VALUE CHAIN
Delight
(Revenue)
Pain
(Cost)
S: Suppliers
E: Employees/
Knowledge Assets
Staff/
Apple Brand/
Staffing Cost
M: Machinery/
Infrastructure
Hardware Design/
Software Design/
Marketing
P: Processes Marketing
Sales
Marketing Cost
Sales Cost
O: Outputs
(Product/Service)
iPod Hardware/
iTunes Software/
Content & Agreements
R: Retailers/
Distributors/
Channels
iTunes; apple.com;
Apple Stores/
Other Retailers
C: Consumers/
Customers
Luxury Spot/
Mass Market
High Revenue
(Hardware)
E: Environment Record Companies/
Original Equipment
Manufacturers (OEMs)/…
Commissions
VALUE CHAIN
(“SEMPORCE”)
BUSINESS
ECOSYSTEM
Customer Value Proposition:
“A Thousand Songs in Your Pocket”
BUSINESS VALUE
(PROFIT MARGIN)
BUSINESS MODEL PLAN FOR APPLE INC.: iPod - 2001
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
GURUS
Mission/Vision: “… Apple leads the digital music revolution. …” Market Segment (Customer Problem): ‘Fragmented’ Music Experience
58. FOCUS
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL MATRIX: Template
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
59. FOCUS EVOLUTION OF BUSINESS MODEL IDEAL BUSINESS
MODEL
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION/
INDUSTRY
PAST
BUSINESS MODEL
PRESENT
BUSINESS MODEL
FUTURE
BUSINESS MODEL
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL EVOLUTION
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
60. FOCUS BUSINESS MODEL LIFECYCLE: Five Stages in the Life of a Business Model
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION/
INDUSTRY
BIRTH GROWTH MATURITY DECLINE DEATH
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
Early Adopters/
Innovators
Early Majority Late Majority Overserved/
Underserved
Switchers
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
BUSINESS MODEL LIFECYCLE
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
61. FOCUS BUSINESS MODEL TRENDS IN AN ECONOMY LEARNING:
Findings/
Insights/Deci-
sions/Actions
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION/
INDUSTRY
PHYSICAL
SECTOR
SOCIAL
SECTOR
KNOWLEDGE
SECTOR
SPIRITUAL
SECTOR
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
BUSINESS MODEL TRENDS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
62. FOCUS STRATEGY: How must the business model get there? Where must
business
model go?BUSINESS/
GLOBAL VALUE CHAIN
Where currently is
business model?
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL PLANNING
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
63. HYPOTHESES PROBLEMS/
PAIN
(WEAKNESS-
ES/THREATS)
GOALS/Objectives/
Strategies/Tactics/
Initiatives/
Projects
Key Metrics/
Performance
Indicators/
Targets
Business Experiences (Impacts)
Description of BUSINESS/
GLOBAL VALUE CHAIN
Delight
(Revenue)
Pain
(Cost)
S: Suppliers
E: Employees/
Knowledge Assets
M: Machinery/
Infrastructure
P: Processes
O: Outputs
(Product/Service)
R: Retailers/
Distributors/
Channels
C: Consumers/
Customers
E: Environment
VALUE CHAIN
(“SEMPORCE”)
BUSINESS
ECOSYSTEM
Customer Value Proposition (Job To Be Done): BUSINESS VALUE
(PROFIT MARGIN)
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
BUSINESS MODEL PLAN
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
64. FOCUS PROCESS: SWOT Analysis FUTURE
(DISRUPTIVE/
IDEAL)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
GIVEN
BUS. MODEL
S:
Strengths
W:
Weaknesses
O:
Opportunities
T:
Threats
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL SWOT ANALYSIS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
65. FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE
(DISRUPTIVE/
IDEAL)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
GIVEN
BUS. MODEL
E:
Eliminate
R:
Reduce/Replace
I:
Increase
C:
Create
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL PIVOT
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
66. FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE
(DISRUPTIVE/
IDEAL)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
GIVEN
BUS. MODEL
E:
Eliminate
R:
Reduce
I:
Increase
C:
Create
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
Waste/Defects Waste/Defects/
Energy
Efficiency of Logistics/
Digitalization/
Partnerships/
Collaborations
ELEMENTS
(EMPLOYEES/
MACHINERY)
Unprofitable Assets/
Obsolete equip-
ment/machinery/
Manual/Travel
Assets/Training/
Staff/Compensation/
Materials/Meals/
Fuel/Travel/Location
Assets/IP/Training/
Productivity/IT/
Knowledge/
Motivation/Security
Assets/IP/
Outsourcing/
Competence/
Platform
PROCESS
(Bus. Process/
Strategies)
Delays/Complexity/
Bottlenecks/Waste/
Defects/Risks/
Uncertainties
Delays/Complexity/
Bottlenecks/Waste/
Risks/Uncertainties/
Marketing/Debt
Efficiency/Speed/
Agility/Flexibility/
Reliability/Accuracy/
Customization
Digitalization/
Integration/
Pricing unit/
KPIs
OUTPUTS
(PRODUCT/
SERVICE)
Dissatisfiers: Cost/
Concessions/
Complexity/
Delays/Aging
Delighters: Quality
Dissatisfiers: Cost/
Maintenance/Range/
Choice/Complexity
Dissatisfiers: Cost
Delighters/Value:
Convenience/Prestige/
Useability/Brand
Delighters:
Theme/Thrill/
Fun/Music/
Art/Adventure
RETAILERS/DISTRIB./
CHANNELS
Distribution outlets/
Retailers
Distribution outlets/
Marketing/Ad.
Distribution outlets/
Marketing/Ad./Service
Website/Word-
of-mouth
CONSUMERS/
CUSTOMERS (Experience)
Dissatisfiers:
Pain/Objections/
Complaints
Dissatisfiers:
Pain/Objections/
Complaints
Delighters/Key
metrics: Quality/Pro-
ductivity/Profitability
Demand/Goal:
Niches/Exper./
Crowdsourcing
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Industry barriers/
constraints/
Competition/
Risks/Threats/
Uncertainties
Environmental Risks/
Competition/
Risks/Threats/
Uncertainties/
Environmental
degradation
Profit (Margin)/ROI/
Share price/
Cash flow velocity/
Tracking/
Entry barriers/
Env. Friendliness
Partnerships/
Mergers/
Competitive
Intelligence/
Threshold ev./
Entry barriers
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL PIVOT: Scenarios
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS)
Market Segment (Customer Problem/Goal):
Increase or Appropriately Reduce CUSTOMER VALUE QUOTIENT
GURUS
67. FOCUS PROGRAM FOR TRADITIONAL (WATERFALL) PRODUCT DEVELOPMENT
BUSINESS/
GLOBAL VALUE CHAIN
COMPANY
VISION
CONCEPT
DEVELOPMENT
PRODUCT
DEVELOPMENT
ALPHA/BETA
TEST
LAUNCH/
1st SHIPMENT
REVENUE PLAN
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
Write Business
Plan
Write Marketing
Requirements
Document (MRD)
Hire VP Sales/
Hire Bus. Dev.
Achieve Targets in
Business Plan
PROCESS
(Bus. Process/
Strategies)
Use Waterfall
Model for Product
Development
Do Quality
Assurance Tests
Technical
Publications
OUTPUTS:
PRODUCT/SERVICE
Develop Alpha/Beta
Version of Product
Test Alpha/Beta
Version of Product
Launch Product/
Event
Release Version 2-n
RETAILERS/DISTRIB./
CHANNELS
Select Channel/Do
Marcom Materials
Hire PR Agency/
Create Early Buzz
Create Demand/
Build Channel
Create Demand
CONSUMERS/
CUSTOMERS (Experience)
Sell
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Fabricate Revenue
Plan
Fabricate Revenue
Plan/
Create Positioning
Do Deals for First
Customer
Shipment (FCS)
Branding/
Do Deals for FCS
Conduct Competitive
Analysis/
Do Deals
Mission/Vision: …………………….………………………………………………….
TRADITIONAL PRODUCT DEVELOPMENT MODEL
Known Customers & Known Product Features
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
68. FOCUS CUSTOMER DEVELOPMENT-BUSINESS MODEL
Expected vs. Actual Performance
LEARNING:
Findings/Insights/
Decisions/Actions
BUSINESS/
GLOBAL VALUE CHAIN
COMPANY
VISION
CUSTOMER
DISCOVERY
CUSTOMER
VALIDATION
CUSTOMER
CREATION
COMPANY
BUILDING
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
Minimum Product:
Desirable/Viable/
Feasible
Product-Market Fit:
Prototype/
Pilot/No-frills
Product-Solution
Fit: Full Software/
Hardware
More Fully
Featured
Product
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
Innovators Early Adopters
(“Earlyvangelists”)
Early Majority Late Majority/
Loyal
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
CUSTOMER DEVELOPMENT-BUSINESS MODEL (CDBM) MATRIX
Unknown Customers & Unknown Product Features
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
69. ITEM
FOCUS
CUSTOMER DISCOVERY DASHBOARD
STATEMENT/FORMULATION OF HYPOTHESES RESULT LEARNING:
Findings/
Insights/
Decisions/
Actions
BUSINESS/
GLOBAL VALUE CHAIN
JOBS/GOALS/STATEMENTS/QUESTIONS/ASSUMPTIONS MEDIA/
METRICS/
CRITERIA
Expected
Perform-
ance
Actual
Perform-
ance
S: SUPPLIERS
E: EMPLOYEES/
KNOWLEDGE ASSETS/IP
M: MACHINERY/EQUIP./
FACILITY/INFRASTRUCTURE
P: PROCESSES
O: OUTPUTS
(PRODUCT/SERVICE)
R: RETAILERS/DISTRIB./
CHANNELS
C: CONSUMERS/
CUSTOMERS
E: ENVIRONMENT/PUBLIC/
COMPETITORS/
INVESTORS/PARTNERS
CUSTOMER DISCOVERY-BUSINESS MODEL
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
GURUS
70. BUSINESS Upstream VALUE NETWORK (SUPPLY CHAIN OR “FOOD CHAIN”) Downstream
TO
FROM
S:
Suppliers
E:
Employees
M:
Machinery
P:
Processes
O:
Output
R: Retailers/
Wholesalers/Distr.
C:
Customers
E:
Environment
S: Suppliers
E: Employees/
Knowledge Assets
M: Machinery/
Facility/Infra’
P: Processes
O: Outputs
(Product/Service)
R: Retailers/
Distributors/
Channels
C: Consumers/
Customers
E: Environment
VALUE NETWORK
(“SEMPORCE”)
Customer Value Proposition (Job To Be Done):
VALUE NETWORK-BUSINESS MODEL
Collaboratively Design Oh My God-Visijon, Strategies, Products, Services, and Business Models
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
71. PUBLISHER Upstream VALUE NETWORK (SUPPLY CHAIN OR “FOOD CHAIN”) Downstream
TO
FROM
S:
Suppliers
E:
Employees
M:
Machinery
P:
Processes
O:
Output
R: Retailers/
Wholesalers/Distr.
C:
Customers
E:
Environment
S: Suppliers
E: Employees/
Knowledge Assets
M: Machinery/
Facility/Infra’
P: Processes Print books Stock/pack books
Det. allocations
O: Outputs
(Product/Service)
Books Book inventory;
Merchandise titles
R: Retailers/
Distributors/
Channels
Establish
identity
Ship books;
Deliver orders;
Dispose of returns
C: Consumers/
Customers
Create
demand
Articulate value Buy books
E: Environment
VALUE NETWORK
(“SEMPORCE”)
Customer Value Proposition (Job To Be Done):
VALUE NETWORK-BUSINESS MODEL: Traditional Book Publisher
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
72. GURUS
PROBLEM UNIVERSE GOAL UNIVERSE
EXECUTION UNIVERSE LIFESPACE RESOURCES
(Internal/External)
WISDOMSOURCING
CANVAS
Theme:
WISDOMSOURCING CANVAS
A Zoomable Jigsaw Puzzle for Collaboratively Solving Problems and Presenting Solutions
Date: ……………………..……
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
73. CUSTOMER DEVELOPMENT FOR SCALABLE STARTUPS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Theme: ………………………………………………………………………………………… Date: …………………..…..
CUSTOMER DEVELOPMENT FOR SCALABLE STARTUPS
GENERIC ACTIVITIES FOR CORE & PERIPHERAL INDUSTRIES CUSTOMER
DISCOVERY
CUSTOMER
VALIDA-
TION
CUSTOMER
CREATION
COM-
PANY
BUILD-
ING
WISDOMSOURCING
CANVAS
COLLABORATIVE PROBLEM SOLVING TASKS FOR
PROCESS/INDUSTRY/BUSINESS MODEL/PRODUCT
PROBLEM UNIVERSE:
GLOBAL PROBLEM
MAPPING
Collect/Define/Measure/Verify Problems, Pains, and
Trade-offs in System for Customer Segments/Personas
Organize/Group/Analyze Problems, Pains, and Trade-offs
Prioritize/Verify Big Urgent Market Pain (BUMP)
GOAL UNIVERSE:
GLOBAL GOAL
& STRATEGY
MAPPING
Collect/Generate/Verify OMG-Goals, Objectives, Strategies,
Tactics, Targets & Processes for Eliminating BUMP
Organize/Group/Generate a Hierarchy of OMG-Goals,
Objectives, Strategies, Tactics, Targets & Processes
Prioritize/Verify OMG-Goals, Objectives, Strategies, Tactics,
Targets & Processes and Synthesize into a Plan/Prototype
EXECUTION UNIVERSE:
GLOBAL STRATEGY
EXECUTION
Implement, Control, and Validate Plan/Prototype Reflecting
OMG-Goals, Objectives, Strategies, Tactics, Targets &
Processes
Prepare Project Charter and Form Project Team with Diverse
Members (Customers and Non-customers)
Mission/Vision: …………………….………………………………………………….
GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
85. IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Selection Criteria:
Needs & Barriers
COMPETITORS
Function/
Content/
Perf./
Knowledge
Quality/
Reliability/
Accuracy/
Efficiency
Brand/
Emotion/
Style/Aura/
Prestige
Customization/
Personalization/
Interactivity/
Entertainment
Cost
(Price)
Inaccessibility/
Unavailability/
Inflexibility/
Friction/Scale
Complexity/
Difficulty/
Support/
Range/Risk
Process
Time/
Delay/
Age
WEIGHT
(IMPORTANCE)
Given Business/
Product:
CORE
COMPETITORS
(Core Industry)
PERIPHERAL
COMPETITORS
(Peripheral Ind.)
REMOTE
COMPETITORS
(Remote Ind.)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Mission/Vision: …………………….………………………………………………….
GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
CUSTOMER EXPERIENCE OF COMPETITORS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
86. IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Selection Criteria:
Needs & Barriers
CURVES
Function/
Content/
Perf./
Knowledge
Quality/
Reliability/
Accuracy/
Efficiency
Brand/
Emotion/
Style/Aura/
Prestige
Customization/
Personalization/
Interactivity/
Entertainment
Cost
(Price)
Inaccessibility/
Unavailability/
Inflexibility/
Friction/Scale
Complexity/
Difficulty/
Support/
Range/Risk
Process
Time/
Delay/
Age
WEIGHT
(IMPORTANCE)
Given Business/
Product:
CUSTOMER
EXPERIENCE
CURVES
10
8
6
4
2
0
Mission/Vision: …………………….………………………………………………….
Key -> 1: Low level; 10: Extraordinary level of experience
Customer Value Quotient (CVQ)
= Weighted Delight/Weighted Pain
CUSTOMER EXPERIENCE CURVES
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business ModelsGURUS
Market Segment (Customer Problem/Goal): ……………………….….…
87. Mission/Vision: …………………….………………………………………………….
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Selection Criteria:
Needs & Barriers
TACTICS
Function/
Content/
Perf./
Knowledge
Quality/
Reliability/
Accuracy/
Efficiency
Brand/
Emotion/
Style/Aura/
Prestige
Customization/
Personalization/
Interactivity/
Fun/Entertain.
Cost
(Price/
Weight/
Material)
Inaccessibility/
Unavailability/
Inflexibility/
Friction/Scale
Complexity/
Difficulty/
Support/Risk
Range/Shape
Process
Time/
Delay/
Age
WEIGHT
(IMPORTANCE)
Av. Competitor:
Chief Competitor:
Given Business/
Product:
E: Eliminate
R: Reduce
I: Increase
C: Create
CUSTOMER EXPERIENCE TACTICS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business ModelsGURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
88. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
4 VALUE INNOVATION
SUPERHEROES
(ARCHETYPAL THINKING ROLES)
FOR
TARGETED OBJECTS/RESOURCES:
System, Elements, Attributes, Processes
& Supersystem/Industry/Environment
4 VALUE INNOVATION SUPERHEROES
FOR THE BLUE OCEAN STARTUP
E: ELIMINATOR
Has the Power to
Remove totally
Skip
Discard
Destroy
Introduce Zero/Void/Vacuum
Has all tools and gadgets for ELIMINATING objects
R: REDUCER
Has the Power to
Remove partially; Streamline
Trim; Prune; Downsize; Make Lean
Minify; Miniaturize
Separate; Standardize; Replace
Divide; Segment
Has all tools and gadgets for REDUCING objects
C: CREATOR:
Has the Power to
Make (a)symmetrical/opposite
Reverses Combine; Integrate
Replace; Universalize
Create Fields/Forces/Feedback
Substitute; Transform; Restructure
Use Another Dimension
Hybridize/Bisociate
Has all tools and gadgets for CREATING objects
I: INCREASER
Has the Power to
Add; Multiply; Magnify; Mutate
Merge; Nest
Introduce Interface; Cushion;
Stretch; Extend
Diversify
Use Additional Components
Has all tools and gadgets for INCREASING objects
89. ITENN1998
Creation of Winamp, the first MP3
playback software for Windows
1989
Patenting of MP3 Format
(Germany)
1996
Granting of US Patent for MP3 to
German Inventors
EVOLUTION OF
MP3 TECHNOLOGY
1997
Invention of AMP, the first MP3
playback program
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
EVOLUTION OF MP3 TECHNOLOGY
90. ITENN2001
Nike’s PSA Play120 (for customers
who workout; has armband)
Apple iPod (5GB; seamless inte-
gration with iTunes music library
for use on Mac computers)
2002
Apple iPod (20GB; Windows
compatibility; iTunes Music
Store)
1998
Eiger Labs releases MP3 player:
- MPMan F10 (Flash drive
capacity of 32MB)
- Diamond Rio PMP300 (32MB
Capacity)
2006
Mainstream popularity of Music-
phones
2007
Apple iPhone (Multi-touch
screen; etc.)
Apple iPod Touch Phone (Multi-
touch screen; etc.)
1999
Release of Sensory Science Rave
MP 2100 (64MB; voice recorder;
FM tuner)
Creative Labs’ Nomad (docking)
PJB-100 (Internal hard disk: 4.8GB)
EVOLUTION OF
THE DIGITAL MUSIC PLAYER
2000
I2Go eGo (Micro-drive: 2GB;
pocket size; high price)
Creative Labs’ Nomad Jukebox
(6GB; clunky; high quality sound)
2005
Apple iPod (60GB; color screen)
Emerging popularity of music –
telephones: Motorola; Samsung;
LG; Nokia; Sony Ericksson
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
EVOLUTION OF THE DIGITAL MUSIC PLAYER
91. CUSTOMIZATION
Peripherals
INACCESSIBILITY
No Wireless Connectivity
Dock Connector
Stereo Minijack
FUNCTIONALITY
Digital Media Player
4 GB (1,000 Songs)
8 GB (2,000 Songs)
2” Screen; Earphones
Video Support; Photo Support
COST (PRICE)/SIZE
$149 for 4 GB (49.2g):
2.75 x 2.06 x 0.26 in
PROCESS TIME
Battery Life:
- Music Playback: 24 hrs
- Video Playback: 5 hrs
Charge Time: 3 hrs
BRANDING
Apple Brand
POSITIONING/FEATURES
FOR IPOD NANO
(Hypotheses vs. Facts):
CUSTOMER PREFERENCES
vs.
BUSINESS PREFERENCES
COMPLEXITY
Ease of Use/Navigation: High
QUALITY
Consumer Rating:
POSITIONING/FEATURES MAP FOR APPLE’S IPOD NANO
Collaboratively Design Oh My God-Strategies, Products, Services, and Business Models
GURUS
92. CUSTOMIZATION
Peripherals
INACCESSIBILITY
No Wireless Connectivity
Dock Connector
Stereo Minijack
FUNCTIONALITY
Digital Music Player
1 GB (240 Songs)
No Display or Screen
COST (PRICE)/SIZE
$149 for 4 GB (49.2g):
2.75 x 2.06 x 0.26 in
PROCESS TIME
Battery Life:
- Music Playback: 12 hrs
Charge Time: 4 hrs
BRANDING
Apple Brand
POSITIONING/FEATURES
FOR IPOD SHUFFLE
(Hypotheses vs. Facts):
CUSTOMER PREFERENCES
vs.
BUSINESS PREFERENCES
COMPLEXITY
Ease of Use/Navigation: Moderate
QUALITY
Consumer Rating:
POSITIONING/FEATURES MAP FOR APPLE’S IPOD SHUFFLE
Collaboratively Design Oh My God-Strategies, Products, Services, and Business Models
GURUS
93. CUSTOMIZATION
Peripherals
INACCESSIBILITY
No Wireless Connectivity
Dock Connector
Stereo Minijack
FUNCTIONALITY
Digital Media Player
80 GB (20,000 Songs)
160 GB (40,000 Songs)
2.5” Screen; Earphones
Video Support; Photo Support
COST (PRICE)/SIZE
$249 for 80GB (140g):
4.1 x 2.4 x 0.41 in
$349 for 160GB (162g)
4.1 x 2.4 x 0.53 in
PROCESS TIME
Battery Life:
- Music Playback: 40 hrs
- Video Playback: 7 hrs
Charge Time: 4 hrs
BRANDING
Apple Brand
POSITIONING/FEATURES
FOR IPOD CLASSIC
(Hypotheses vs. Facts):
CUSTOMER PREFERENCES
vs.
BUSINESS PREFERENCES
COMPLEXITY
Ease of Use/Navigation: High
QUALITY
Consumer Rating:
POSITIONING/FEATURES MAP FOR APPLE’S IPOD CLASSIC
Collaboratively Design Oh My God-Strategies, Products, Services, and Business Models
GURUS
94. CUSTOMIZATION
Peripherals
INACCESSIBILITY
Wi-Fi Connectivity
Dock Connector
Stereo Minijack
FUNCTIONALITY
Digital Media Player
8 GB (1,750 Songs);
16 GB (3,500 Songs)
3.5” Multi-touch; Earphones
Video Support; Photo Support
COST (PRICE)/SIZE
$299 for 8GB (120g):
4.3 x 2.4 x 0.31 in
$399 for 16GB (120g)
4.3 x 2.4 x 0.31 in
PROCESS TIME
Battery Life:
- Music Playback: 22 hrs
- Video Playback: 5 hrs
Charge Time: 3 hrs
BRANDING
Apple Brand
POSITIONING/FEATURES
FOR IPOD TOUCH
(Hypotheses vs. Facts):
CUSTOMER PREFERENCES
vs.
BUSINESS PREFERENCES
COMPLEXITY
Ease of Use/Navigation: High
QUALITY
Consumer Rating:
POSITIONING/FEATURES MAP FOR APPLE’S IPOD TOUCH
Collaboratively Design Oh My God-Strategies, Products, Services, and Business Models
GURUS
95. IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES: Hypotheses vs. Reality
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Decision Criteria:
Needs & Barriers
COMPETITORS
Function/
Content/
Perf/
Knowledge
Quality/
Reliability/
Accuracy/
Efficiency
Brand/
Emotion/
Style/Aura/
Prestige
Customization/
Personalization/
Interactivity/
Fun/Entertain.
Cost
(Price)
Inaccessibility/
Unavailability/
Inflexibility/
Friction/Scale
Complexity/
Difficulty/
Support/
Range/Risk
Process
Time/
Delay/
Age
IMPORTANCE
Given Product:
iPod Nano
Hold 1,000
songs (4 GB)
Watch
Photos/Video
High quality Apple Brand Color
Capacity Choice
$149 Pocketable
No Wireless
Connection
Simple to use
Store-Service
Support
24hr Music
Playback
CORE
COMPETI-
TORS:
iPod Shuffle
Hold 240
songs (1 GB)
High quality Apple Brand Color
Capacity Choice
$79 Ultra-pocketable
No Wireless
Connection
Simple to use
Store-Service
Support
12hr Music
Playback
PERIPHERAL
COMPETITORS
iPod Classic
Hold 20,000
songs (80 GB)
Watch
Photos/Video
High quality Apple Brand Color
Capacity Choice
$249 Pocketable
No Wireless
Connection
Simple to use
Store-Service
Support
40hr Music
Playback
REMOTE
COMPETI-
TORS:
iPod Touch
Hold 1,750
songs (8 GB);
Watch Video/
Photos; Multi-
touch Screen
High quality Apple Brand Color
Capacity Choice
Multi-touch Screen
$299 Pocketable
Wi-Fi Connection
Simple to use
Store-Service
Support
22hr Music
Playback
CUSTOMER EXPERIENCE OF COMPETITORS FOR APPLE’S IPOD NANO
GURUS
Market Segment (Customer Problem/Goal): Listen to
Music/View Photos/Watch Videos/Manage Personal Info’
Mission/Vision: “… Apple leads the digital music revolution. …”
96. IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES: Hypotheses vs. Reality
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Decision Criteria:
Needs & Barriers
CURVES
Function/
Content/
Perf./
Knowledge
Quality/
Reliability/
Accuracy/
Efficiency
Brand/
Emotion/
Style/Aura/
Prestige
Customization/
Personalization/
Interactivity/
Fun/Entertain.
Cost
(Price)
Inaccessibility/
Unavailability/
Inflexibility/
Friction/Scale
Complexity/
Difficulty/
Support/
Range/Risk
Process
Time/
Delay/
Age
WEIGHT
(IMPORTANCE)
Given Product:
iPod Nano
Hold 1,000
songs (4 GB)
High quality Apple Brand Color/
Capacity Choice
$149 Pocketable/
No Wireless
Simple to use/
Store-Service
24hr Music
Playback
CUSTOMER
EXPERIENCE
CURVES
10
8
6
4
2
0
CUSTOMER EXPERIENCE CURVES FOR APPLE’S IPOD NANO
How to Zoom In and Out of BUMPs in Core & Peripheral Industries?
KEY -> 1: Low level; 10: Extraordinary level of customer experience iPod Nano
“iPod Shuffle
“iPod Classic
GURUS
Market Segment (Customer Problem/Goal): Listen to
Music/View Photos/Watch Videos/Manage Personal Info’
Mission/Vision: “… Apple leads the digital music revolution. …”
97. IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES: Hypotheses vs. Reality
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Decision Criteria:
Needs & Barriers
TACTICS
Function/
Content/
Perf./
Knowledge
Quality/
Reliability/
Accuracy/
Efficiency
Brand/
Emotion/
Style/Aura
Prestige
Customization/
Personalization/
Interactivity/
Fun/Entertain.
Cost
(Price)
Inaccessibility/
Unavailability/
Inflexibility/
Friction/Scale
Complexity/
Difficulty/
Support/
Range/Risk
Process
Time/
Delay/
Age
WEIGHT
(IMPORTANCE)
Given Product:
iPod Nano
6 8 8.5 2 7 6 3 8
Core Compet.
iPod Shuffle
5 8 8.5 2 4 6 2 5
Peripheral Compet.
iPod Classic
8.5 8.5 8.5 6 9 6 4 9
E: Eliminate
R: Reduce
I: Increase Screen Size
Storage
Quality of
Sound
Fun
Entertainment
Price Thickness
Weight
C: Create Multi-touch
Screen
Digital
Media Hub
Wi-Fi Multi-touch
Navigation
CUSTOMER EXPERIENCE TACTICS FOR APPLE’S IPOD NANO
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
GURUS
Market Segment (Customer Problem/Goal): Listen to
Music/View Photos/Watch Videos/Manage Personal Info’
Mission/Vision: “… Apple leads the digital music revolution. …”
98. FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) OUTCOME:
FUTURE
(DISRUPTIVE)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
GIVEN BUSINESS
MODEL
E:
Eliminate
R:
Reduce/Replace
I:
Increase
C:
Create
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
Staff/
Apple Brand
PROCESS
(Bus. Process/
Strategies)
Hardware Design/
Software Design/
Marketing
OUTPUTS:
PRODUCT/SERVICE
iPod Hardware/
iTunes Software/
Content &
Agreements
Screen Size; Storage;
Fun; Entertainment;
Thickness; Weight;
Price
Multi-touch
screen; Digital
Media Hub;
Wi-Fi
RETAILERS/DISTRIB./
CHANNELS
iTunes; apple.com;
Apple Stores/Others
CONSUMERS/
CUSTOMERS (Experience)
Mass Market
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Record Companies/
Original Equipment
Manufacturers
(OEMs)/…
BUSINESS MODEL PIVOT FOR APPLE INC.: iPod - 2001
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem): Commoditized ProductsMission/Vision: “… Apple leads the digital music revolution. …”
99. ITENN4 PART-WISDOMSOURCING MAP 5 PART-WISDOMSOURCING MAP
1 PART-WISDOMSOURCING MAP
CLASSIC VERTICAL MAP PAIN-DELIGHT MAP
2 PART-WISDOMSOURCING MAP
WISDOMSOURCING MAPS:
Family of Wisdomsourcing Maps
(Zoomable Idea Organizers) for
Facilitating Collaboration, Ideas
Management, Creativity, and
Customer Problem Solving
3 PART-WISDOMSOURCING MAP
CLASSIC HORIZONTAL MAP
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
WISDOMSOURCING MAPS FOR
THE BLUE OCEAN STARTUP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
100. GURUS
Horizontal
Wisdomsourcing Map
Vertical
Wisdomsourcing Map
Pain-Delight
Wisdomsourcing Map
Classic Family of Wisdomsourcing Maps: Parent and 8 Children
Parent (Child: Mini-Wisdomsourcing Map)
Collect Ideas:
Flexibly & Efficiently List/Brainstorm/
Document/Storyboard Ideas in Cluster
Organize Ideas:
Outline/Deconstruct; Classify/Collate/
Analyze/Synthesize Ideas in Cluster
Prioritize Ideas:
Rate/Rank/Sort/Classify/Compare/
“Analogize”/“Bisociate” Ideas in Cluster
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CLASSIC WISDOMSOURCING MAPS
Family of Fractal Idea Organizers for Collaborative Creativity, Problem-solving, Decision-making, and Learning
101. THE INFINITE WISDOMSOURCING MAP
Collaboratively and Fractally Organize All Information in the Universe: Past, Present, and Future
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Level 0
Mini-Wisdomsourcing Map
(Building Block, Atom, Seed, or Screen)
Super Wisdomsourcing Map:
3x3 Classic Wisdomsourcing Map
Level 1
Level 2
Classic Wisdomsourcing Map:
3x3 Mini-Wisdomsourcing Map
102. GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CLASSIC HORIZONTAL MAP
Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
103. ITENN
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CLASSIC VERTICAL MAP
Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
104. ITENN
1.1 STATE YOUR HYPOTHESIS 1.2 TEST “PROBLEM” HYPOTHESIS
1.0 CUSTOMER DISCOVERY
1.3 TEST “PRODUCT” HYPOTHESIS
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
1.0 CUSTOMER DISCOVERY MAP: Example
Theme/Topic: CUSTOMER DEVELOPMENT METHODOLOGY
105. ITENN
1.14 DEMAND CREATION
HYPOTHESIS
1.15 MARKET TYPE HYPOTHESIS
1.11 PRODUCT HYPOTHESIS 1.12 CUSTOMER & PROBLEM
HYPOTHESIS
1.1 STATE YOUR HYPOTHESIS
1.13 DISTRIBUTION & PRICING
HYPOTHESIS
1.16 COMPETITIVE HYPOTHESIS
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
1.1 STATE-YOUR-HYPOTHESIS MAP
Theme/Topic: CUSTOMER DEVELOPMENT METHODOLOGY/CUSTOMER DISCOVERY
106. ITENN1.114 Benefit List: What do the
features let a customer do?
1.116 Will these benefits be accept-
ed as such or do they need
explanation?
1.111 What problem are you
solving?
1.117 What Intellectual Property
(IP) of ours will be unique?
1.118 What is the total cost of
ownership of your product?
1.119 Dependency Analysis:
Are you dependent on …
to happen before your
product can sell in volume?
1.112 One Page Product List: What
are the technical attributes of
the Product?
1.11 PRODUCT HYPOTHESIS
1.113 Will these features be well
understood or do they require
explanation?
1.116 What is the initial delivery
schedule?
When will all of these
features be available?
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
1.11 PRODUCT-HYPOTHESIS MAP
Theme/Topic: CUSTOMER DEVELOPMENT METHODOLOGY/CUSTOMER DISCOVERY
107. ITENN
1.21 FRIENDLY FIRST CONTACTS 1.22 “PROBLEM” PRESENTATION
1.2 TEST “PROBLEM”
HYPOTHESIS
1.23 CUSTOMER UNDERSTANDING
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
1.2 TEST-“PROBLEM”-HYPOTHESIS MAP
Theme/Topic: CUSTOMER DEVELOPMENT METHODOLOGY/CUSTOMER DISCOVERY
108. ITENN1.34 SECOND REALITY CHECK 1.35 1st ADVISORY BOARD
1.31 FIRST REALITY CHECK
1.37 VERIFY THE PRODUCT MORE …
1.38 VERIFY THE BUSINESS MODEL
1.39 ITERATE OR EXIT
1.32 “PRODUCT” PRESENTATION
1.3 TEST “PRODUCT”
HYPOTHESIS
1.33 YET MORE CUSTOMER VISITS
1.36 VERIFY THE PROBLEM
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
1.3 TEST-“PRODUCT”-HYPOTHESIS MAP
Theme/Topic: CUSTOMER DEVELOPMENT METHODOLOGY/CUSTOMER DISCOVERY
111. Inventor of over 40 Tools for
The Wisdomsourcing Trilogy –
Facilitating work in the areas of
Business Model Development
Business and Strategic Planning
Product & Service Innovation
Performance Management
Inventor of “The Fractal Grid”
This technology, which has US and
International patent-pending, can be
used for visually organizing and
Prioritizing massive amounts of
information such as in search
engines, social networks, and
other communities on the Internet
Visual Problem Solver
Speaker & Consultant on
Business Model Development
Inventor of The Wisdomsourcing
Trilogy, a Customer Problem Solv-
ing Suite for Collaboratively
Designing Oh My God-Strategies,
Products, and Business Models
Founder of the Wisdomsourcing
Group, an online Global Think Tank
for collaboratively improving
customer experiences and resolving
tough dilemmas
Organizer & Coordinator of Wisdom-
sourcing survey involving over 200
professionals from over 30 countries
CONTACT
Dr. Rod King: California, USA
Cell: (559) 248-6230
rodkuhnking@sbcglobal.net
http://twitter.com/RodKuhnKing
B. Eng. (Hons) in Civil Eng.
Master of Infrastructure Planning
Ph.D. in Regional Dev. Planning
Postgraduate Certificate in
Advanced Academic Studies
Over 20 years of experience in
creative problem solving for
multi-disciplinary projects
Dr. Rod King
Visual Problem Solver,
Inventor & Magician
Inventor of first software that
wholly invents magic tricks
Inventor of several magic tricks
Author of “Trickanalyzing the
Close-up Magic of David
Copperfield” & several articles
Winner of several championships
in chess and table-tennis
Founder and former CEO of
Galaxy IT, Inc., a venture-financed
visual search engine business
Major contributor on creativity to
the multi-author book, “Research
Methods for Postgraduates”
Former Lecturer
BIOGRAPHICAL SKETCH
Background Information on Dr. Rod King, Creator of Business Model Development (BMD)
GURUS
112. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
• Rod King (2009)
• Global Collaboration
• Visual Problem Solving
• Practical Impossibility Thinking
• Wisdomsourcing Maps
• Wisdomsourcing Canvas
• Customer Experience Map
(Pain-Delight Evaluation of Trade-off)
• Wisdomsourcing Deck
• Manifesto for Wisdomsourcing Game
• Alex Osborne (1953)
• Rules for Brainstorming – No criticism
during idea generation
• ‘Blue Sky’ Thinking and Ideas
• Jeff Howe (2006)
• Crowdsourced Goods and
Information Products
• Off-site Tools for Strategic
Analysis and Problem
Solving
• ‘Ad hoc’ Group
• Unlimited Number of Volunteers
• Peer Production; Documentation
• Open Innovation and Value Chain
• Prosumers: Consumers who participate
like employees/producer in a business
• Competitions; Contests; Prizes
• Recognition; Reputation
• Organic Process
• Online Collaboration
• Collaborative Idea Generation
• 1D-Evaluation; Voting
• Myriad Generated
Ideas
• Offline
• 1 Physical Location
• Formal Group
WISDOMSOURCING
3.
CROWDSOURCING
2.
1.
BRAINSTORMING
EVOLUTION OF WISDOMSOURCINGGURUS
Editor's Notes
BIBLIOGRAPHY
Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Bicheno, J. (2000) The Lean Toolbox. Buckingham: Moreton Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Maney, K. (2009) Trade-off. New York: Broadway Books.
Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Bicheno, J. (2000) The Lean Toolbox. Buckingham: Moreton Press.
Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Maney, K. (2009) Trade-off. New York: Broadway Books.
Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Bicheno, J. (2000) The Lean Toolbox. Buckingham: Moreton Press.
Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Maney, K. (2009) Trade-off. New York: Broadway Books.
Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
BIBLIOGRAPHY
Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barwise, P.; Meehan, S. (2004) Simply Better. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Collins, J.; Porras, J. (2004) Built to Last. New York: HarperBusiness.
George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
Johnson, M.W. (2010) Seizing the White Space. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Markides, C.C. (2008) Game-changing Strategies. San Francisco: Jossey-Bass.
McGrath, R.G.; McMillan, I. (2009) Discovery-Driven Growth. Boston: Harvard Business School (HBS) Press.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Zook, C. (2004) Beyond the Core. Boston: Harvard Business School (HBS) Press.
BIBLIOGRAPHY
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Cohen, L. (1995) Quality Function Deployment. ????: Prentice Hall.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barwise, P.; Meehan, S. (2004) Simply Better. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Collins, J.; Porras, J. (2004) Built to Last. New York: HarperBusiness.
George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
Johnson, M.W. (2010) Seizing the White Space. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Markides, C.C. (2008) Game-changing Strategies. San Francisco: Jossey-Bass.
McGrath, R.G.; McMillan, I. (2009) Discovery-Driven Growth. Boston: Harvard Business School (HBS) Press.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Zook, C. (2004) Beyond the Core. Boston: Harvard Business School (HBS) Press.
BIBLIOGRAPHY
Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
BIBLIOGRAPHY
Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
BIBLIOGRAPHY
Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
BIBLIOGRAPHY
Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
http://steveblank.com/2010/02/22/no-accounting-for-startups/
BIBLIOGRAPHY
Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
BIBLIOGRAPHY
Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
McGrath, R.G.; MacMillan, I.C. (2005) Marketbusters. Boston: Harvard Business School (HBS) Press.
Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
McGrath, R.G.; MacMillan, I.C. (2005) Marketbusters. Boston: Harvard Business School (HBS) Press.
Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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