What is a business model? That is the question that every organization must ask and collaboratively answer. Currently, there's no consensus regarding the definition and visualization of a business model. However, the above presentation increases a 1-page definition and visualization of a business model to which all other business model definitions and visualizations relate. Hopefully, the above presentation would help the business community develop a shared language and understanding of what a business model means.

1. BUSINESS
MODEL
Customer
Growth
Engine:
delivers
value
Enterprise
Engine:
creates
value
Value
Engine:
captures/shares
value
World-­‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h<p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
q Customer
Segment
(CS)
q Channels/RelaRonships
(CHR)
q Product/Service
(PS)
q Value
ProposiRon
(VP)
q Key
Resources
(KR);
Key
AcRviRes
(KA)
q Key
Partners/Inputs
(KP)
q Delight
(+)
–>
Revenue/Streams
(R$)
q Pain
(-­‐)
–>
Cost/Structure
(C$)
q Value
(+/-­‐)
–>
Profit
(P$);
Strategy
Business
Model
Tree
“Business
Model”
describes
the
way
a
business
sustainably
makes
money

2. BUSINESS
MODEL
Customer
Growth
Engine:
delivers
value
Enterprise
Engine:
creates
value
Value
Engine:
captures/shares
value
World-­‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h<p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
q Customer
Segment
(CS)
q Channels/RelaRonships
(CHR)
q Product/Service
(PS)
q Value
ProposiRon
(VP)
q Key
Resources
(KR);
Key
AcRviRes
(KA)
q Key
Partners/Inputs
(KP)
q Delight
(+)
–>
Revenue/Streams
(R$)
q Pain
(-­‐)
–>
Cost/Structure
(C$)
q Value
(+/-­‐)
–>
Profit
(P$);
Strategy
Business
Model
Tree
“Business
Model”
describes
the
way
a
business
sustainably
makes
money

3. BUSINESS
MODEL
Customer
Growth
Engine:
delivers
value
Enterprise
Engine:
creates
value
Value
Engine:
captures/shares
value
World-­‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h<p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
q Customer
Segment
(CS)
q Channels/RelaRonships
(CHR)
q Product/Service
(PS)
q Value
ProposiRon
(VP)
q Key
Resources
(KR);
Key
AcRviRes
(KA)
q Key
Partners/Inputs
(KP)
S:
Supplier
C:
Customer
q Delight
(+)
–>
Revenue/Streams
(R$)
q Pain
(-­‐)
–>
Cost/Structure
(C$)
q Value
(+/-­‐)
–>
Profit
(P$);
Strategy
Product/
Service
Payment
Business
Model
Tree
“Business
Model”
describes
the
way
a
business
sustainably
makes
money

4. BUSINESS
MODEL
Customer
Growth
Engine:
delivers
value
Enterprise
Engine:
creates
value
Value
Engine:
captures/shares
value
World-­‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h<p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
q Customer
Segment
(CS)
q Channels/RelaRonships
(CHR)
q Product/Service
(PS)
q Value
ProposiRon
(VP)
q Key
Resources
(KR);
Key
AcRviRes
(KA)
q Key
Partners/Inputs
(KP)
S:
Supplier
C:
Customer
q Delight
(+)
–>
Revenue/Streams
(R$)
q Pain
(-­‐)
–>
Cost/Structure
(C$)
q Value
(+/-­‐)
–>
Profit
(P$);
Strategy
Product/
Service
Payment
Big
Urgent
Market
Problem
(BUMP)
Job
To
Get
Done
(JTGD);
Habit
Business
Model
Tree
“Business
Model”
describes
the
way
a
business
sustainably
makes
money

5. BUSINESS
MODEL
Customer
Growth
Engine:
delivers
value
Enterprise
Engine:
creates
value
Value
Engine:
captures/shares
value
World-­‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h<p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
q Customer
Segment
(CS)
q Channels/RelaRonships
(CHR)
q Product/Service
(PS)
q Value
ProposiRon
(VP)
q Key
Resources
(KR);
Key
AcRviRes
(KA)
q Key
Partners/Inputs
(KP)
S:
Supplier
C:
Customer
q Delight
(+)
–>
Revenue/Streams
(R$)
q Pain
(-­‐)
–>
Cost/Structure
(C$)
q Value
(+/-­‐)
–>
Profit
(P$);
Strategy
Acquisi=on
Revenue
Business
Model
AnalyMcs
Roadmap
“Business
Model”
describes
the
way
a
business
sustainably
makes
profit
Big
Urgent
Market
Problem
(BUMP)
Job
To
Get
Done
(JTGD);
Habit
Engagement
(Awareness)
Referral
Reten=on
Ac=va=on

6. World-­‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h<p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
4
Steps
for
CreaRng
A
Minimum
Viable
Business
Model
Step
1:
Observe
&
Think
(Customer)
Step
2:
Hypothesize
(Product)
Step
3:
Experiment
(Product;
Channel)
Step
4:
Experiment
(Pricing)
Job
To
Get
Done
(JTGD);
Customer
Persona;
Habits;
Trade-­‐offs;
Problems
Minimum
Viable
Product
(MVP)
Hypotheses;
AnR-­‐/Analogs;
Solu=ons
Minimum
Viable
Product
(MVP)
TesRng;
Channel;
Problem-­‐Solu=on
Fitness
Minimum
Viable
Business
Model
(MVBM);
Product-­‐Market
Fitness
S:
Supplier
C:
Customer
Product/
Service
Payment
S:
Supplier
C:
Customer
S:
Supplier
C:
Customer
Product/
Service
(MVP)
Feedback
S:
Supplier
C:
Customer
Product/
Service
(MVP)
Payment
($)
Product/
Service
(MVP)

7. Unpredictable
Environment
Predictable
Environment
O.T.H.E.R.
Loop
ORGANIZATION
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Problem-­‐
Solu=on
Fit
Business
Model
Fit/
Scaling
Product-­‐
Market
Fit
STARTUP
(Minimum
Viable
Product:
MVP)
COMPANY
(Maximum
Awesome
Product:
MAP)
TransiMon
Complex
Business
Model
ChaoMc
Business
Model
Stable
Business
Model
Simple
Business
Model
Hypothesize
&
Experiment
(Lean
Startup/Effectua=on
Project)
Plan
&
Execute
(Six
Sigma/Planning
Project)
World-­‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h<p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
Novel
Problems
Con=nuous
Innova;on
Culture/Habit
RouRne
Problems
Con=nuous
Improvement
Culture/Habit
Business
Model
Lifecycle
Business
Model
Lifecycle
Every
Living
Organiza=on
(Business
Model)
has
a
Dynamic
Mix
of
Novel
and
Rou=ne
Problems

8. Business
Model
Lifecycle
Business
Model
Lifecycle
Every
Living
Organiza=on
(Business
Model)
has
a
Dynamic
Mix
of
Novel
and
Rou=ne
Problems
EMERGENT
BUSINESS
MODEL:
Minimum
Viable
Business
Model
DELIBERATE
BUSINESS
MODEL:
Maximum
Awesome
Business
Model
Unpredictable
Environment
Predictable
Environment
O.T.H.E.R.
Loop
ORGANIZATION
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Problem-­‐
Solu=on
Fit
Business
Model
Fit/
Scaling
Product-­‐
Market
Fit
TransiMon
Complex
Business
Model
ChaoMc
Business
Model
Stable
Business
Model
Simple
Business
Model
Hypothesize
&
Experiment
(Lean
Startup/Effectua=on
Project)
Plan
&
Execute
(Six
Sigma/Planning
Project)
World-­‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h<p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
Novel
Problems
Con=nuous
Innova;on
Culture/Habit
RouRne
Problems
Con=nuous
Improvement
Culture/Habit

9. Business
Strategy
Lifecycle
Environment-­‐Strategy-­‐Product
(ESP)
Fitness,
Archetypal
Strategies,
and
ImplementaMon
Choose
the
Right
Environment
(Geography;
Market;
Industry).
Use
the
Right
Strategy.
Launch
the
Right
Project.
World-­‐class
Coaching
on
Lean
Startup
&
Customer
Growth
Hacking
for
Less
Than
$10/Month:
h<p://businessmodels.ning.com
Business
Strategy
Coach.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hLp://businessmodels.ning.com
&
hLp://twiLer.com/RodKuhnKing
Unpredictable
Environment
Predictable
Environment
ORGANIZATION
Low
Uncertainty/
Risk
Extreme
Uncertainty/
Risk
Problem-­‐
Solu=on
Fit
Business
Model
Fit/
Scaling
Product-­‐
Market
Fit
Shaping
Strategy
AdapMve
Strategy
Visionary
Strategy
Classic
Strategy
Renewal
Strategy
O.T.H.E.R.
Loop
Hypothesize
&
Experiment
(Lean
Startup/Effectua=on
Project)
Plan
&
Execute
(Six
Sigma/Planning
Project)
Novel
Problems
Con=nuous
Innova;on
Culture/Habit
RouRne
Problems
Con=nuous
Improvement
Culture/Habit
EMERGENT
BUSINESS
MODEL:
Minimum
Viable
Business
Model
DELIBERATE
BUSINESS
MODEL:
Maximum
Awesome
Business
Model