According to some Analysts, Google Glass – which currently is a prototype of a wearable (head-mounted) computer – could earn Google about $10 billion in 3 years, that is, over $3 billion a year! Buzz about Google Glass has dominated the technosphere and social media over the past few weeks. However, the Google-Glass Startup has not yet answered the Billion Dollar Question (BDQ): Will customers MASSIVELY adopt or reject Google Glass? Opinions are split regarding answers to Google’s BDQ. Some people say that Google Glass will be like Dean Kamen’s Segway transporter: technologically brilliant but poorly adopted. Others say that Google Glass will open a “Blue Ocean” of opportunities in wearable (ubiquitous) computing while generating billions of dollars in revenue. So, who is right? This presentation applies the tool of the GEM Canvas to the Google Glass project. The GEM Canvas provides a visual framework for collaboratively, systematically, and scientifically answering Google’s Billion Dollar Question: Will customers massively adopt or reject Google Glass? In other words, the GEM Canvas could be used to iteratively test the hypothesis of “Will customers massively adopt the Google Glass?” It’s important to note that the GEM Canvas provides a nested diagram to which any and all tools of business planning, design, and innovation can be applied. The GEM Canvas also offers a common visual language for illustrating the evolution and improvement of disruptive business models which by definition operate under conditions of great uncertainty. Finally, the GEM Canvas for Google Glass facilitates an open case study on business model design and innovation. So, what’s your take: Will customers MASSIVELY adopt or reject Google Glass?

1. Past
GEM
Present
GEM
Future
GEM
GLOBAL
ENTERPRISE
MODEL
(GEM)
PLAN
FOR
GOOGLE-­‐GLASS
STARTUP
Stages
in
the
Evolu0on
of
an
Enterprise’s
Model
(Kanban
Board
with
Enterprise
Model
as
Unit
of
Analysis)
Enterprise
Model
Enterprise
Model
Enterprise
Model
Industry
Ecosystem
Market
Ecosystem
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hBp://businessmodels.ning.com
&
hBp://twiBer.com/RodKuhnKing
Mission/Vision/
Purpose/Ideals/
Ideal
Final
Result
ENTERPRISE
MODEL
(Canvas)

2. PRESENT
Global
Enterprise
Model
(GEM)
Canvas
for
the
Google-­‐Glass
Startup
ROT
Analysis:
What
are
Risks,
OpportuniOes,
and
Threats
(ROT)
in
the
Business
Model
Environment
for
the
Google-­‐Glass
Startup?

3.
Global
Enterprise
Model
(GEM)
Canvas
for
the
Google-­‐Glass
Startup:
Zooming
in
on
Google
Main
Enterprise
QuesOon:
Will
Customers
MASSIVELY
Adopt
or
Reject
Google
Glass?
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hBp://businessmodels.ning.com
&
hBp://twiBer.com/RodKuhnKing
Environment
KEY:
“PESTLIED”
is
an
acronym
for
PoliOcal;
Economic;
Social;
Technological;
Legal;
InternaOonal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)
Macro-­‐Economic
Influencers
(MEI):
Global
Economy

4. Global
Enterprise
Model
(GEM)
Canvas
for
the
Google-­‐Glass
Startup
Will
Customers
MASSIVELY
Adopt
or
Reject
Google
Glass?
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hBp://businessmodels.ning.com
&
hBp://twiBer.com/RodKuhnKing
Environment
Enterprise
Model
For
Google
Glass
KEY:
“PESTLIED”
is
an
acronym
for
PoliOcal;
Economic;
Social;
Technological;
Legal;
InternaOonal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)

5. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hBp://businessmodels.ning.com
&
hBp://twiBer.com/RodKuhnKing
Environment
(-­‐)
KEY:
“PESTLIED”
is
an
acronym
for
PoliOcal;
Economic;
Social;
Technological;
Legal;
InternaOonal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Global
Enterprise
Model
(GEM)
Canvas
for
the
Google-­‐Glass
Startup
5
AcOviOes
of
the
Universal
Problem
Solving
(UPS)
Cycle:
Problem-­‐Plan-­‐Build-­‐Measure-­‐Learn
(+)
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)

6. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hBp://businessmodels.ning.com
&
hBp://twiBer.com/RodKuhnKing
Environment
(-­‐)
KEY:
“PESTLIED”
is
an
acronym
for
PoliOcal;
Economic;
Social;
Technological;
Legal;
InternaOonal;
Environmental;
Demographic
q Who
are
the
customers:
what
are
customers’
pain?
what
do
customers
value?
q Through
what
channels
is
value
communicated
and
delivered
to
customers?
q What
relaRonships
exist
with
customers?
q What
is
the
Customer
Value
ProposiRon,
Job
To
Be
Done,
and/or
Goal
as
well
as
Product/
Service/Tool?
q Who
are
key
partners/suppliers?
q What
are
key
resources?
q What
are
key
processes:
how
does
the
enterprise
create
value
for
customers?
q What
is
the
pain
(cost
structure)?
q What
is
the
delight
(revenue
stream)?
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
q What
&
how
does
enterprise
conRnuously
learn
(to
create
customers,
profit
or
shared
value)?
Global
Enterprise
Model
(GEM)
Canvas
for
the
Google-­‐Glass
Startup
Will
Customers
MASSIVELY
Adopt
or
Reject
Google
Glass?
(+)
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)

7. Environment
Key
AcRviRes
(KA)
q Closed/Open/
Co-­‐InnovaOon
q Prototyping
q Viral
MarkeOng
q Story
Mngt.
Key
Partners
(KP)
q OEM
Manufac-­‐
turers
Venture
Capitalists
q KPCB
q Andersen
Horowitz
App
Developers
q “Explorers”
q NY
Times
Android
Carriers
Key
Resources
(KR)
Google’s
q Team/Mngt/
Brand/IP
q IT
Infra’;
Tech.
q FaciliOes
Customer
Segments
(CS)
q Luxury
users
who
consider
pocket
or
desktop
computers
as
“bulky”
q App
Developers
q Professionals
such
as
in
Security
Job
To
Be
Done?
Pain:
Cost
Structure
(C$):
Supplies;
Staff;
FaciliOes;
…
q Weaknesses:
hard
to
fold
or
store;
short
baXery
life;
high
cost
(price)
q Threats:
social
discomfort;
switching
costs;
privacy
concerns
Delight:
Revenue
Streams
(R$):
US$1,500
per
item
q Strengths:
instantly
accessible
smartphone
func0onali0es;
could
be
hands-­‐free
q OpportuniRes:
killer
apps;
first
mover
ad-­‐
vantage;
crea0on
of
a
“Blue
Ocean”
Industry
Channels
(CH)
q Online
q Mail
Delivery
q Retail
Stores
Customer
RelaRonships
(CR)
q Community
of
Early
Adopters
q PromoOon-­‐
CompeOOons
(-­‐)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hBp://businessmodels.ning.com
&
hBp://twiBer.com/RodKuhnKing
Macro-­‐Economic
Influencers
(MEI)
Industry
Ecosystem
(IE):
Supply
(Suppliers
of
Wearable
Computers)
Market
Ecosystem
(ME):
Demand
(Transforma0onal
Stories
or
Use
Cases)
Key
Trends
&
Complementors
(KTC)
(Emergent
Jobs
To
Be
Done/Experiences)
q What
&
how
does
Google
conRnuously
learn
(to
create
customers,
profit
or
shared
value)?
Vuzix
Telepathy
Wearable
(Ubiquitous/AR)
CompuOng
EvoluOon
of
Computers/Eyeglasses
Weak
Global
Economy
Sharing
Economy
GlobalizaOon
Social
Media/TV
CollaboraOon
Gov.
“Outlier-­‐Users”
of
Wearable
Computers
Users
of
Non-­‐Wearable
Computers
Global
Enterprise
Model
(GEM)
Canvas
for
the
Google-­‐Glass
Startup
How
Does
the
Google-­‐Glass
Model
Fit
in
Present/Future
Environment?
Apple
Sony
Health
Sector
Defense
Sector
OpposiOon
Groups
DIY
Economy
(+)
Value
ProposiRon
(VP)
q “Seamless
&
Empowering”
Computer/
Plakorm:
-­‐ Photo;
Video;
Maps;
Search;
Internet
…
-­‐
Jobs
To
Be
Done

8. Environment
Key
AcRviRes
(KA)
q Closed/Open/
Co-­‐InnovaOon
q Prototyping
q Viral
MarkeOng
q Story
Mngt.
Key
Partners
(KP)
q OEM
Manufac-­‐
turers
Venture
Capitalists
q KPCB
q Andersen
Horowitz
App
Developers
q “Explorers”
q NY
Times
Android
Carriers
Key
Resources
(KR)
Google’s
q Team/Mngt/
Brand/IP
q IT
Infra’;
Tech.
q FaciliOes
Value
ProposiRon
(VP)
q “Seamless
&
Empowering”
Computer/
Plakorm:
-­‐ Photo;
Video;
Maps;
Search;
Internet
…
-­‐
Jobs
To
Be
Done
Customer
Segments
(CS)
q Luxury
users
who
consider
pocket
or
desktop
computers
as
“bulky”
q App
Developers
q Professionals
such
as
in
Security
Job
To
Be
Done?
Channels
(CH)
q Online
q Mail
Delivery
q Retail
Stores
Customer
RelaRonships
(CR)
q Community
of
Early
Adopters
q PromoOon-­‐
CompeOOons
(-­‐)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hBp://businessmodels.ning.com
&
hBp://twiBer.com/RodKuhnKing
Industry
Ecosystem
(IE):
Supply
(Suppliers
of
Wearable
Computers)
Market
Ecosystem
(ME):
Demand
(Transforma0onal
Stories
or
Use
Cases)
Key
Trends
&
Complementors
(KTC)
(Emergent
Jobs
To
Be
Done/Experiences)
Vuzix
Telepathy
Wearable
(Ubiquitous/AR)
CompuOng
EvoluOon
of
Computers/Eyeglasses
Weak
Global
Economy
Sharing
Economy
Social
Media/TV
CollaboraOon
“Outlier-­‐Users”
of
Wearable
Computers
Users
of
Non-­‐Wearable
Computers
Global
Enterprise
Model
(GEM)
Canvas
for
the
Google-­‐Glass
Startup:
Scorecard
(Metrics)
How
Does
the
Google-­‐Glass
Model
Fit
in
Present/Future
Environment?
Apple
Sony
Health
Sector
OpposiOon
Groups
DIY
Economy
(+)
Staffing
Cost:
Customer
AcquisiOon
Cost:
Equipment/Infrastructure/Facility
Cost:
DistribuOon/LogisOcs
Cost:
Material/Info’
Cost:
Shared
Value
(PROFIT;
Customer
Experience)
Metrics
Engagement:
AcOvaOon:
RetenOon:
Revenue:
Referral:
AcquisiOon:
Macro-­‐Economic
Influencers
(MEI)
Gov.
Defense
Sector
GlobalizaOon

9. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hBp://businessmodels.ning.com
&
hBp://twiBer.com/RodKuhnKing
Environment
Enterprise
Model
for
Google
Glass
World
(Universe)
NaRon
(Economy)
Industry
Business
(Locality)
Region
IE
ME
MEI
KTC
KEY:
“PESTLIED”
is
an
acronym
for
PoliOcal;
Economic;
Social;
Technological;
Legal;
InternaOonal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Global
Enterprise
Model
(GEM)
Canvas
for
the
Google-­‐Glass
Startup
How
Does
the
Google-­‐Glass
Model
Fit
in
Present/Future
Environment?
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)

10. Google’s
ExisCng
PorDolio
(Ecosystem)
of
Products
and
Business
Models
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hBp://businessmodels.ning.com
&
hBp://twiBer.com/RodKuhnKing
Environment
KEY:
“PESTLIED”
is
an
acronym
for
PoliOcal;
Economic;
Social;
Technological;
Legal;
InternaOonal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)

11.
Worksheets
For
Global
Enterprise
Model
(GEM)
Canvas

12. Past
GEM
Present
GEM
Future
GEM
Global
Enterprise
Model
(GEM)
PLAN
Stages
in
the
Evolu0on
of
an
Enterprise’s
Model
Towards
Mission/Vision/Ideals
Enterprise
Model
Enterprise
Model
Enterprise
Model
Industry
Ecosystem
Market
Ecosystem
ENTERPRISE
MODEL
(Canvas)
Macro-­‐Economic
Influencers
Key
Trends
&
Complementors
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hBp://businessmodels.ning.com
&
hBp://twiBer.com/RodKuhnKing
Mission/Vision/
Purpose/Ideals/
Ideal
Final
Result

13. Global
Enterprise
Model
(GEM)
Canvas:
Focusing
on
the
Business
Model
Environment
QuesOons
for
ROT
Analysis:
What
are
Risks,
OpportuniOes,
and
Threats
(ROT)
in
the
Business
Model
Environment
for
the
Product?

14. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hBp://businessmodels.ning.com
&
hBp://twiBer.com/RodKuhnKing
Environment
(-­‐)
KEY:
“PESTLIED”
is
an
acronym
for
PoliOcal;
Economic;
Social;
Technological;
Legal;
InternaOonal;
Environmental;
Demographic
q Who
are
the
customers:
what
are
customers’
pain?
what
do
customers
value?
q Through
what
channels
is
value
communicated
and
delivered
to
customers?
q What
relaRonships
exist
with
customers?
q What
is
the
Customer
Value
ProposiRon,
Job
To
Be
Done,
and/or
Goal
as
well
as
Product/
Service/Tool?
q Who
are
key
partners/suppliers?
q What
are
key
resources?
q What
are
key
processes:
how
does
the
enterprise
create
value
for
customers?
q What
is
the
pain
(cost
structure)?
q What
is
the
delight
(revenue
stream)?
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
q What
&
how
does
enterprise
conRnuously
learn
(to
create
customers,
profit
or
shared
value)?
Global
Enterprise
Model
(GEM)
Canvas:
Focusing
on
the
Enterprise
(Business)
Model
Will
Customers
MASSIVELY
Adopt
or
Reject
the
Product/Service/Customer
Experience?
(+)
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)

15. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hBp://businessmodels.ning.com
&
hBp://twiBer.com/RodKuhnKing
Environment
(-­‐)
KEY:
“PESTLIED”
is
an
acronym
for
PoliOcal;
Economic;
Social;
Technological;
Legal;
InternaOonal;
Environmental;
Demographic
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Global
Enterprise
Model
(GEM)
Canvas:
Discovery
Cycle
for
(Un)Validated
Model
5
AcOviOes
of
the
Universal
Problem
Solving
(UPS)
Cycle:
Problem-­‐Plan-­‐Build-­‐Measure-­‐Learn
(+)
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)

16. Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hBp://businessmodels.ning.com
&
hBp://twiBer.com/RodKuhnKing
Environment
(-­‐)
KEY:
“PESTLIED”
is
an
acronym
for
PoliOcal;
Economic;
Social;
Technological;
Legal;
InternaOonal;
Environmental;
Demographic
Create
Value
Deliver
Value
Capture
Value
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Global
Enterprise
Model
(GEM)
Canvas:
Execu0on
Cycle
for
Validated
Model
Cycle
of
5
InnovaOon
AcOviOes:
Plan-­‐Deliver
Value-­‐Capture
Value-­‐Learn-­‐Create
Value
(+)
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)

17. Environment
Key
AcRviRes
(KA)
Key
Partners
(KP)
Key
Resources
(KR)
Value
ProposiRon
(VP)
Customer
Segments
(CS)
Pain:
Cost
Structure
(C$)
Delight:
Revenue
Streams
(R$)
Channels
(CH)
Customer
RelaRonships
(CR)
(-­‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hBp://businessmodels.ning.com
&
hBp://twiBer.com/RodKuhnKing
Topics
of
the
above
canvas
are
mainly
adapted
from
The
Business
Model
Canvas
&
Environment
(www.businessmodelgeneraOon.com)
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
q What
&
how
does
enterprise
conRnuously
learn
(to
create
customers,
profit
or
shared
value)?
Global
Enterprise
Model
(GEM)
Canvas:
Worksheet
for
10
Building
Blocks
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)

18. Environment
Key
AcRviRes
(KA)
Key
Partners
(KP)
Key
Resources
(KR)
Value
ProposiRon
(VP)
Customer
Segments
(CS)
Channels
(CH)
Customer
RelaRonships
(CR)
(-­‐)
(+)
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hBp://businessmodels.ning.com
&
hBp://twiBer.com/RodKuhnKing
Topics
of
the
above
canvas
are
mainly
adapted
from
The
Business
Model
Canvas
&
Environment
(www.businessmodelgeneraOon.com)
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Global
Enterprise
Model
(GEM)
Canvas:
Scorecard
(Metrics)
Engagement:
AcOvaOon:
RetenOon:
Revenue:
Referral:
Staffing
Cost:
Customer
AcquisiOon
Cost:
Equipment/Infrastructure/Facility
Cost:
DistribuOon/LogisOcs
Cost:
Material/Info’
Cost:
Shared
Value
(PROFIT;
Customer
Experience)
AcquisiOon:
Metrics
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/0/+)

19. Should
you
be
interested
in
preparing
a
Global
Enterprise
Model
(GEM)
Canvas
for
your
product,
service,
startup,
and/or
established
organizaRon,
Contact:
Dr.
Rod
King
rodkuhnhking@gmail.com