The document presents VisionaryD, a proposed business DNA search engine and collaboration platform. It would allow users to search for, organize, and sell business DNA information to rapidly improve business model agility. The strategic plan outlines developing the platform in stages from idea to prototype to pilot to full scale. It also details VisionaryD's customer development strategy of growing from direct competitors to indirect competitors to non-competitors/complementors. The goal is to help users search for and organize business DNA information to simplify business processes.

1. A
Business
DNA
Search
Engine
for
The
Internet
of
Everything:
An
Adap4ve
Go-­‐To-­‐Market
(GTM)
Plan
VisionaryD
“Rapidly
Improve
Business
Model
Agility”

2. The
3
Jobs-­‐To-­‐Get-­‐Done
(JTGD)
of
VisionaryD.com
A
Wikipedia,
Google,
and
LinkedIn
for
Risky
Innova8on
Projects
(RIP)
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hPp://businessmodels.ning.com
&
hPp://twiPer.com/RodKuhnKing
DOCUMENT
SEARCH
COLLABORATE
User-­‐generated
Content
Pla;orm
Search
Engine
Business/Social
Network
VisionaryD.com
(for
Projects)

3. Aspira4ons
Impact
Analysis
General
Informa4on
Enterprise
Environment
VisionaryD
Categories
of
QuesAons
and
Inputs
for
the
Business
DNA
Search
Engine
QUESTIONS/
SEARCH
Business
(DNA)
Model
Supply/
Value
Chain

4. VisionaryD’s
Strategic
Triangle
Seamlessly
Integrate
3
Strategic
Areas
of
Focus
VisionaryD
Crowdsourced
Business
DNA
Search
Engine
Collabora4on
&
Knowledge
Management
Big
Data/Analy4cs/
Visualiza8on
Internet
of
Things/
Ra8ng
of
Everything

5. VisionaryD’s
Customer
Development
&
Growth
Plan
0
20000
40000
60000
80000
100000
120000
Idea
Pretotype
Prototype
Pilot
Full-­‐scale
Stage-­‐gate
Plan
for
Going
to
Market:
VisionaryD
SoQware
Number
of
Customers
(Monthly
Revenue)
10
100
1,000
10,000
Problem-­‐SoluAon
Fit
Product-­‐Market
Fit
Business
Model
Fit

6. VisionaryD’s
Customer
Growth
Pyramid
Where
Customers
Come
From
Job-­‐To-­‐Get-­‐Done
(JTGD):
Improve
the
agility
of
business
models
VisionaryD
Crowdsourced
Business
DNA
Search
Engine
DIRECT
COMPETITORS
*
Search
Engine
*
Collabora4ve
Ideas/Knowledge
(Content)
Management
Pla]orm
*
Business/Strategic
Planning
Pla]orm
*
Bus.
Model
Library/Management
INDIRECT
COMPETITORS
*
Business
Networking
Pla]orm
*
Business
Performance
Management
*
Business/Compe44ve
Intelligence
*
Business
(Brand/Project)
Por]olio
Management
NON-­‐COMPETITORS/COMPLEMENTORS
*
Project
Planning
&
Management
*
Personal
Goal
Achievement
Planning
&
Management
*
Business
Process
Management
(Six
Sigma
Methodology;
Lean
Thinking)
*
Customer
Experience
Mapping/Digital
Tagging
(RFID;
QR
Code;
etc.)
*
Social
Networking
Pla]orm
Exis4ng
Industry
Leader
(Red
Ocean)
Size
• Google
Search
• Wikipedia
• LivePlan
• CrunchBase
• Hoovers;
IBBCS
• LinkedIn
• Balanced
Scorecard
Ins]tute
• Discovery
Pa^erns
• BaseCamp
• MS
Project
• Evernote
• Facebook
Search
for/organize/sell
business
DNA
Opera4onal
Job-­‐To-­‐Get-­‐Done
(JTGD):
Search
for/organize/sell
business
DNA
informa]on

7. Customer
Persuasion
Ques4on
(CPQ)
Where
Customers
Come
From
On
a
scale
from
0
(low)
to
10
(high),
how
would
you
recommend
[given
tool
(product/service)]
for
[Job
To
Get
Done]?
0
1
2
3
4
5
6
7
8
9
10
Detractor
(DissaAsfier/Non-­‐customer)
Passive
(SaAsfier)
Promoter
(Delighter)
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hPp://businessmodels.ning.com
&
hPp://twiPer.com/RodKuhnKing
Example
On
a
scale
from
0
(low)
to
10
(high),
how
would
you
recommend
Google
Search
Engine
for
searching/geIng/organizing
business
DNA
informa8on?
Low
High

8. Exis4ng
DELIGHT
(Red
Ocean
Pull)
Exis4ng
PAIN
(Red
Ocean
Push)
Future
DELIGHT
(Blue
Ocean
Pull)
Future
PAIN
(Blue
Ocean
Push)
#1APEX.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hPp://businessmodels.ning.com
&
hPp://twiPer.com/RodKuhnKing
Job
To
Get
Done
(JTGD):
Improve
business
model
agility
(Search
for/organize/sell
(business
DNA)
info)
Customer
Persuasion
Loop
(CPL):
Google
Search
vs.
VisionaryD
Simply
Understand
Stories
of
Why
and
How
Customers
(Refuse
to)
Switch
to
Innova]ve
Products
Google
Search
VisionaryD
Chasm
(ERIC)
ERIC:
Eliminate;
Reduce;
Increase;
Create
RED
OCEAN
TRADE-­‐OFF
(Value
ProposiAon
Factors
&
Curve)
BLUE
OCEAN
TRADE-­‐OFF
(Value
ProposiAon
Factors
&
Curve)
Non-­‐customers
(Detractors)

9. PRODUCER/SUPPLIER
SYSTEM
(Tool:
Product/Service/Process)
JOB-­‐TO-­‐GET-­‐
DONE
(JTGD)
CUSTOMER/USER
(Role/Demander)
-­‐:
PAIN
(Cost/Constraint/Risk)
+:
DELIGHT
(Benefit/Revenue)
VisionaryD’s
Job-­‐To-­‐Get-­‐Done
(JTGD)
Canvas
Freemium,
Mul]-­‐sided
Business
Model
VALUE
(Trade-­‐off)
q Get/Search/
Organize/
Sell
Business
DNA
Info
u Get
More
Exposure/
Prospects
VisionaryD
Crowdsourced
Business
DNA
Search
Engine
(A
collaboraAon
pla^orm
or
one-­‐stop
website
for
24x7
DNA
info
on
any
business
or
organizaAon
on
the
planet)
PRODUCT
(Solu]on)
OUTCOME
q Bus.
Model
Agility
u Simpler,
Faster,
and
Cheaper
Processes
Ø (Mul]-­‐]ered)
Monthly
Subscrip]ons
q %
from
Sale
of
Business
Model
Plans
u Revenue
from
Ads
q Product
Innova4on
Team/
Planner/Strategist/Collaborator
q Seller/Buyer
of
Business
DNA
Plans
(Dashboards/“Cockpits”)
• Staff/Administra]ve/Legal
Cost
• Equipment/IT
Infrastructure
Cost
• Facility
Cost
u Adver4ser
MARKET
(Problem/
Trade-­‐off)
ROD
University
SHARED
VALUE
(Happiness;
Profit)
Ø Observer
Ø Orienter
Ø Decider
Ø Executor
Persona:
Bus.
Info
Manager

10. Visual
Market
Segmenta4on

11. Business
Directories
Tradi4onal
Business
Planning/
Strategic
Management
Business
Networking
Pla]orm
Collabora4ve
Ideas/
Knowledge
(Content)
Management
Business/Compe44ve
Intelligence
(-­‐):
PAIN:
Discovery/Response
Time;
Complexity
(+):
DELIGHT:
Informa8on
Relevance
Low
(1)
High
(10)
Low
(1)
High
(10)
Search
Engines
9
MARKET
SEGMENTS
for
Business
DNA
Search:
Time
vs.
Relevance
Big
Urgent
Market
Problem
(BUMP):
Long
delays
in
effecAvely
sensing
and
responding
to
changes/opportuniAes/threats
Job
To
Get
Done
(Market/Goal):
Improve
business
model
agility
(Search
for/organize/sell
business
DNA
informaAon)
Business
Model
Database/
Libraries
Lean
Startup
(Por]olio)
Management

12. Business
Model
Database/
Libraries
Business
Directories
Tradi4onal
Business
Planning/
Strategic
Management
Business
Networking
Pla]orm
Business/Compe44ve
Intelligence
9
MARKET
SEGMENTS
for
Business
DNA
Search:
Time
vs.
Relevance
(-­‐):
PAIN:
Discovery/Response
Time;
Complexity
(+):
DELIGHT:
Informa8on
Relevance
Low
(1)
High
(10)
Low
(1)
High
(10)
Search
Engines
Lean
Startup
(Por]olio)
Management
Collabora4ve
Ideas/
Knowledge
(Content)
Management
Big
Urgent
Market
Problem
(BUMP):
Long
delays
in
effecAvely
sensing
and
responding
to
changes/opportuniAes/threats
Job
To
Get
Done
(Market/Goal):
Improve
business
model
agility
(Search
for/organize/sell
business
DNA
informaAon)

13. Business
Model
Database/
Libraries
Business
Directories
Tradi4onal
Business
Planning/
Strategic
Management
Business
Networking
Pla]orm
Business/Compe44ve
Intelligence
9
MARKET
SEGMENTS
for
Business
DNA
Search:
Time
vs.
Relevance
(-­‐):
PAIN:
Discovery/Response
Time;
Complexity
(+):
DELIGHT:
Informa8on
Relevance
Low
(1)
High
(10)
Low
(1)
High
(10)
Search
Engines
Crowdsourced
Business
DNA
Search
Engine
Lean
Startup
(Por]olio)
Management
Collabora4ve
Ideas/
Knowledge
(Content)
Management
Big
Urgent
Market
Problem
(BUMP):
Long
delays
in
effecAvely
sensing
and
responding
to
changes/opportuniAes/threats
Job
To
Get
Done
(Market/Goal):
Improve
business
model
agility
(Search
for/organize/sell
business
DNA
informaAon)

14. Business
Model
Database/
Libraries
Business
Directories
Tradi4onal
Business
Planning/
Strategic
Management
Business
Networking
Pla]orm
Business/Compe44ve
Intelligence
(-­‐):
PAIN:
Discovery/Response
Time;
Complexity
(+):
DELIGHT:
Informa8on
Relevance
Low
(1)
High
(10)
Low
(1)
High
(10)
Search
Engines
(28
million
small
businesses
in
USA:
2013)
(300
million
members
worldwide:
2013)
(474
million
search
results
for
“business
model”)
(500,000
startups
in
USA:
2013)
Crowdsourced
Business
DNA
Search
Engine
Lean
Startup
(Por]olio)
Management
Collabora4ve
Ideas/
Knowledge
(Content)
Management
9
MARKET
SEGMENTS
for
Business
DNA
Search:
Time
vs.
Relevance
Big
Urgent
Market
Problem
(BUMP):
Long
delays
in
effecAvely
sensing
and
responding
to
changes/opportuniAes/threats
Job
To
Get
Done
(Market/Goal):
Improve
business
model
agility
(Search
for/organize/sell
business
DNA
informaAon)

15. Business
Model
Database/
Libraries
Business
Directories
Tradi4onal
Business
Planning/
Strategic
Management
Business
Networking
Pla]orm
Business/Compe44ve
Intelligence
9
MARKET
SEGMENTS
for
Business
DNA
Search
(Annual
Revenue/Membership
in
2013)
(-­‐):
PAIN:
Discovery/Response
Time;
Complexity
(+):
DELIGHT:
Informa8on
Relevance
Low
(1)
High
(10)
Low
(1)
High
(10)
Search
Engines
Lean
Startup
(Por]olio)
Management
$50.
56b
$1.5
2b
(474
million
search
results
for
“business
model”)
(28
million
small
businesses
in
USA:
2013)
(300
million
members
worldwide:
2013)
(500,000
startups
in
USA:
2013)
Crowdsourced
Business
DNA
Search
Engine
$4.6
8b
Collabora4ve
Ideas/
Knowledge
(Content)
Management
Big
Urgent
Market
Problem
(BUMP):
Long
delays
in
effecAvely
sensing
and
responding
to
changes/opportuniAes/threats
Job
To
Get
Done
(Market/Goal):
Improve
business
model
agility
(Search
for/organize/sell
business
DNA
informaAon)

16. Decider
2
*
Plan/Prepare
*
Ideate/Confirm
Executor
*
Build
(Prototype)
*
Experiment/Act
Observer
*
Sense/Measure
*
Analyze/Monitor
Orienter
*
Learn/Define
*
Empathize/POV
Decider
1
*
Strategize/Model
*
Explore/Locate
Business
Model
Agility
(BMA)
Loop
Fractal
OODE
Loop
for
Effec8vely
Understanding,
Influencing,
and
Improving
Business
Model
Agility
JOB
TO
GET
DONE
(Task)
q Actor(s)
q Tool(s)
q Bus.
Model
q Ecosystem
EXTERNAL
REALITY

17. VisionaryD
A
Crowdsourced
Business
InformaAon
Search
Engine
for
Business
Model
Agility
Improvement
(BMAI)
Evolu4on
of
VisonaryD
Soqware
CISCO’s
Strategic
Areas
of
Focus
Phase
1:
Crowdsourced
Business
Informa]on
Search
Engine
Phase
2:
Business
Model
Agility
Improvement
Phase
3:
Customer
Experience
Web
Internet
of
Things/Everything
ü
ü
ü
Big
Data/Analy]cs(/Visualiza]on)
ü
ü
ü
Security
Developer
Pla;orms
&
Tools
Enterprise
Mobility
Collabora]on
&
Knowledge
Management
ü
ü
ü

18. Cisco’s
Business
Model
Appendix

19. Key
Partners/
Strategic
alliances
with
companies
or
subsidiaries
including:
q Accenture
Ltd
q AT&T
Inc.
q Cap
Gemini
S.A.
q Citrix
Systems,
Inc.
q EMC
Corpora-­‐
]on
Key
Ac4vi4es
q Collabora]ve
(Team)
Decision-­‐
Making
q M
&
A
q Disrup]ve
Innova]on
q R
&
D
q Design;
Manuf.
q Patents;
IP;
etc.
Value
Proposi4on
“Tomorrow
starts
here”
“Fast
IT”
Products
Services
Financing
Customer
Rela4onships
q Online
q Face-­‐to-­‐face
Customer/
User
q Enterprise
q Service
provider
q Commercial
sector
q Public
sector
Key
Resources
q Staff
q Equipment
q IT
Infrastructure
q Facili]es
q Brand/Culture
Channels
q Online
q Direct
Sales
Force
q Retail
stores
(big
box)
Pain
(Cost
Structure)
Tangible:
*
Cost
of
Sales
for
Products
*
Cost
of
Sales
for
Services
*
Opera]ng
Expenses
Delight
(Revenue
Streams)
Tangible:
Sale
of
*
Computer
networking
hardware
*
Computer
networking
soQware
*
Computer
networking
services
Cisco’s
Business
Model
Canvas
How
Cisco
Creates,
Delivers,
and
Captures
Value
Computer
Networking