Business Model CANVAS vs. Business Model STRIP: Save More Money, Energy, and Time in Volatile Times
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The above presentation focuses on answering the question: In volatile time, what tool would you use for rapidly and inexpensively prototyping business models?
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Business Model CANVAS vs. Business Model STRIP: Save More Money, Energy, and Time in Volatile Times
- 1. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing S: Supplier C: Customer Business Model Strip Business Model Canvas vs. Business Model Strip Rapidly Visualize and Prototype a Business Model SIMPLICITY COMPLEXITY vs. Business Model Canvas Source: h"p://en.wikipedia.org/wiki/Business_Model_Canvas PROBLEM SOLUTION
- 2. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing S: Supplier C: Customer Product/Service Business Model Strip Business Model Canvas vs. Business Model Strip Rapidly Visualize and Prototype a Business Model Payment (Bulk; Installment) SIMPLICITY COMPLEXITY vs. Business Model Canvas Source: h"p://en.wikipedia.org/wiki/Business_Model_Canvas
- 3. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing S: Supplier C: Customer Product/Service Business Model Strip Business Model Canvas vs. Business Model Strip Rapidly Visualize and Prototype a Business Model Payment (Margin; Strategy) SIMPLICITY COMPLEXITY vs. Business Model Canvas Customer Growth Engine (CGE) Enterprise Engine (EE) Value Engine (VE) Based on: h"p://en.wikipedia.org/wiki/Business_Model_Canvas Core Competence
- 4. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing S: Supplier C: Customer Business Model Strip Zooming In to 1 Node of a Business Model Strip Rapidly Visualize and Prototype a Business Model SIMPLICITY Zooming In to a Node Goal/Job To Get Done (JTGD) Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) Node (Object) Customer Growth Engine (CGE) Enterprise Engine (EE) Value Engine (VE) Product/Service Payment (Margin; Strategy) Core Competence
- 5. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing S: Supplier C: Customer Business Model Strip Zooming In to 1 Node of a Business Model Strip Rapidly Visualize and Prototype a Business Model SIMPLICITY Zooming In to a Node Goal/Job To Get Done (JTGD) Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) Node (Object) Customer Growth Engine (CGE) Enterprise Engine (EE) Value Engine (VE) PROBLEM SOLUTION Product/Service Payment (Margin; Strategy) Core Competence
- 6. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing Zooming In to “Product” Node of a Business Model Strip Rapidly Visualize and Prototype a Business Model Zooming In to “Product” Node Goal/Job To Get Done (JTGD) Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) Product/ Service
- 7. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing Zooming In to 2 Nodes of a Business Model Strip Rapidly Visualize and Prototype a Business Model Zooming In to “Supplier” Node Goal/Job To Get Done (JTGD) Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) S: Supplier Zooming In to “Customer” Node Goal/Job To Get Done (JTGD) Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) C: Customer
- 8. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing Zooming In to Business Model Strip Rapidly Visualize and Prototype a Business Model Goal/Job To Get Done (JTGD) Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) S: Supplier Goal/Job To Get Done (JTGD) Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) C: Customer
- 9. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing Zooming In for Product-‐Customer Strip (Fitness) Rapidly Visualize and Prototype a Business Model Goal/Job To Get Done (JTGD) Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) PS: Product/ Service Goal/Job To Get Done (JTGD) Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) C: Customer Product-‐Customer Fitness; Channel/RelaJonship; Value ProposiJon (Hypothesis)?
- 10. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing S: Supplier C: Customer Blue Ocean Business Model Strip Red Ocean DisrupUon (ROD) Strategy Customer Growth Hacking Using Red Ocean DisrupUon (ROD) Vision, Strategy, Hypotheses, and MVP Payment (Asset sale) (Hypothesized) Product (Exis_ng) Product S: Supplier C: Customer Red Ocean Business Model Strip Payment (Asset sale) BLUE OCEAN: RED OCEAN: Red Ocean Disrup_on (ROD) Hypotheses q E: Eliminate q R: Reduce q I: Increase q C: Create Product/Service Product/Service
- 11. Example 1 Red Ocean Disrup_on (ROD) Vision, Strategy, Hypotheses, and MVP Sony’s Walkman vs. Apple’s Classic iPod
- 12. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing S: Supplier C: Customer iPod’s Business Model Strip Sony’s Walkman vs. Apple’s iPod Customer Growth Hacking Using Red Ocean DisrupUon (ROD) Vision, Strategy, Hypotheses, and MVP Payment (Asset sale) Apple’s iPod Classic iPod Sony’s Walkman S: Supplier C: Customer Walkman’s Business Model Strip Payment (Asset sale) Walkman BLUE OCEAN: RED OCEAN:
- 13. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing S: Supplier C: Customer Walkman’s Business Model Strip Business Model Strip for Portable Music Player Customer Growth Hacking Using Red Ocean DisrupUon (ROD) Vision, Strategy, Hypotheses, and MVP Payment (Asset sale) Sony’s Walkman Zooming In to Walkman’s “Customer” Goal/Job To Get Done (JTGD): Listen to music Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) C: Customer Walkman Red Ocean
- 14. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing S: Supplier C: Customer iPod’s Business Model Strip Business Model Strip for Portable Music Player Customer Growth Hacking Using Red Ocean DisrupUon (ROD) Vision, Strategy, Hypotheses, and MVP Payment (Asset sale) Apple’s iPod Zooming In to iPod’s “Customer” Goal/Job To Get Done (JTGD): Listen to music Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) C: Customer Classic iPod Blue Ocean
- 15. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing S: Supplier C: Customer iPod’s Business Model Strip Payment (Asset sale) Apple’s iPod Classic iPod Sony’s Walkman S: Supplier C: Customer Walkman’s Business Model Strip Payment (Asset sale) Walkman BLUE OCEAN: RED OCEAN: Red Ocean Disrup_on (ROD) Hypotheses q E: Eliminate Tape; Compact Disc (CD) q R: Reduce Size; Thickness q I: Increase Storage Capacity (No. of songs); Ease of Transferring/Organizing Songs; Ba"ery Life q C: Create “Cool” Design; LED User Interface; NavigaJon (Scroll Wheel); Fun Red Ocean DisrupUon (ROD) Strategy Customer Growth Hacking Using Red Ocean DisrupUon (ROD) Vision, Strategy, Hypotheses, and MVP
- 16. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing Zooming In to 2 Nodes of Apple’s iPod Business Model Strip Customer Growth Hacking Using Red Ocean DisrupUon (ROD) Vision, Strategy, Hypotheses, and MVP Zooming In to “Supplier” Node Goal/Job To Get Done (JTGD) Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) S: Supplier Zooming In to “Customer” Node Goal/Job To Get Done (JTGD): Listen to music Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) C: Customer
- 17. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing Product-‐Customer Strip (Fitness) for Apple’s iPod Rapidly Visualize and Prototype a Business Model Goal/Job To Get Done (JTGD) Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) PS: Product/ Service Goal/Job To Get Done (JTGD): Listen to music Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) C: Customer Product-‐Customer Fitness; Channel/RelaJonship; Value ProposiJon (Hypothesis)? “A Thousand Songs in Your Pocket”
- 18. Ringling Bros. vs. Cirque du Soleil Example 2 Red Ocean Disrup_on (ROD) Vision, Strategy, Hypotheses, and MVP
- 19. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing S: Supplier C: Customer Payment (Asset sale) S: Supplier C: Customer Payment (Asset sale) Ringling Bros. vs. Cirque du Soleil Customer Growth Hacking Using Red Ocean DisrupUon (ROD) Vision, Strategy, Hypotheses, and MVP Cirque du Soleil Ringling Bros. BLUE OCEAN: RED OCEAN: Cirque du Soleil’s Business Model Strip Ringling Bros.’s Business Model Strip Tradi_onal Circus Circus-‐ Theater
- 20. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing S: Supplier C: Customer Ringling Bros.’s Business Model Strip Payment (Asset sale) TradiUonal Circus Zooming In to Ringling Bros.’s “Customer” Goal/Job To Get Done (JTGD): Experience live ent. Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) C: Customer Tradi_onal Circus Zooming In to Customer of Ringling Bros. Customer Growth Hacking Using Red Ocean DisrupUon (ROD) Vision, Strategy, Hypotheses, and MVP Red Ocean
- 21. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing Product-‐Customer Strip (Fitness) for Ringling Bros. Rapidly Visualize and Prototype a Business Model Goal/Job To Get Done (JTGD) Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) PS: Product/ Service Goal/Job To Get Done (JTGD): Experience live ent. Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) C: Customer Product-‐Customer Fitness; Channel/RelaJonship; Value ProposiJon (Hypothesis)? “The Greatest Show on Earth”
- 22. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing S: Supplier C: Customer Payment (Asset sale) Zooming In to Cirque du Soleil’s “Customer” Goal/Job To Get Done (JTGD): Experience live ent. Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) C: Customer Zooming In to Customer of Cirque du Soleil Customer Growth Hacking Using Red Ocean DisrupUon (ROD) Vision, Strategy, Hypotheses, and MVP Circus-‐ Theater Cirque du Soleil Cirque du Soleil’s Business Model Strip Blue Ocean
- 23. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing Product-‐Customer Strip (Fitness) for Cirque du Soleil Rapidly Visualize and Prototype a Business Model Goal/Job To Get Done (JTGD) Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) PS: Product/ Service Goal/Job To Get Done (JTGD): Experience live ent. Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) C: Customer Product-‐Customer Fitness; Channel/RelaJonship; Value ProposiJon (Hypothesis)? “We Reinvent the Circus”
- 24. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing S: Supplier C: Customer Cirque du Soleil’s Business Model Strip Payment (Ticket sale) Cirque du Soleil Ringling Bros. S: Supplier C: Customer Ringling Bros.’s Business Model Strip Payment (Ticket sale) Tradi_onal Circus BLUE OCEAN: RED OCEAN: Circus-‐ Theater Red Ocean Disrup_on (ROD) Hypotheses q E: Eliminate Star Performers/Animal Shows/Aisle Concession Sales/MulJple Show Arenas q R: Reduce Fun and Humor/Thrill and Danger q I: Increase Unique Venue q C: Create Theme/Refined Environ-‐ ment/MulJple ProducJons/ArJsJc Music and Dance Red Ocean DisrupUon (ROD) Strategy Customer Growth Hacking Using Red Ocean DisrupUon (ROD) Vision, Strategy, Hypotheses, and MVP
- 25. Register at www.visionaryd.com to learn more about Customer Growth Hacking. Lean Startup Coach. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing Zooming In to 2 Nodes of Cirque du Soleil’s Business Model Strip Customer Growth Hacking Using Red Ocean DisrupUon (ROD) Vision, Strategy, Hypotheses, and MVP Zooming In to “Supplier” Node Goal/Job To Get Done (JTGD) Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) S: Supplier Zooming In to “Customer” Node Goal/Job To Get Done (JTGD): Experience live ent. Value: +/-‐ (Trade-‐off; Margin) Delight: + (Benefit/Revenue/Streams) Pain: -‐ (Cost/Structure) C: Customer