BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World

A business model (system/project/organiza8on/ecosystem) is best visualized using a
“Business Model Molecule (BMM)” that consists of four atoms: WHO; WHY; WHAT; HOW.
WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
Whose lives or happiness
should we improve?
Why is it important to rapidly discover
and solve the most important problems
of the targeted group?
What solu=ons or experiences
does the targeted group
(ideally) need?
How best to rapidly create,
deliver, and manage the
solu=on(s)?
World’s First So?ware for Ideal Community Problem Solving & Design (CPSD)
“Radically Improve the Performance of Every Organiza=on.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
From a network or ‘flow’ perspec8ve,
a business model refers to the story, system, or
logic of how an organiza8on sustainably creates,
delivers, and shares/captures value.
WHAT IS A BUSINESS MODEL?
Mul=level Defini=on of a Business Model
(Value Sharing)
Viability: Benefit; Revenue
HOW

WHAT

WHO

WHY
The four atoms (WHO; WHY;
WHAT; HOW) of a Business
Model Molecule can be
presented using many visual
formats including a chain (list),
tree (mind map; fractal grid),
and network (triangle; diamond;
‘periodic table’; canvas).
Business Model Molecule: Atomic Level
Generic Model Ques=ons

A business model (system/project/organiza8on/ecosystem) is best visualized using a
“Business Model Molecule (BMM)” that consists of four atoms: WHO; WHY; WHAT; HOW.
WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
WHO is targeted customer?
WHY will targeted customer pay for
offer (product/service)?
WHAT is the offer (value
proposi=on/product/service)
desired by targeted customer?
HOW to create and deliver
offer/value for targeted
customer?
a business model refers to the story, system, or
logic of how an organiza8on sustainably creates,
delivers, and shares/captures value.
(Value Sharing)
HOW

WHAT

WHO

WHY
The four atoms (WHO; WHY;
WHAT; HOW) of a Business
Model Molecule can be
presented using many visual
formats including a chain (list),
tree (mind map; fractal grid),
and network (triangle; diamond;
‘periodic table’; canvas).
Profit Model Ques=ons

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
HOW WHAT WHO

WHY
Business Model Molecule

(Value Sharing)
WHERE (Context/Environment): .................................................................................................
Problem/Job To Get Done (JTGD): .............................................. Pain/Delight (-/+): ….....
BUSINESS MODEL SCORECARD (BMS)
Visualize How Every S.C.O.P.E.S. (Scene; Community; Organiza=on; Project; Enterprise; Supply Chain) Works
q  FUTURE (To Do) q  PRESENT (Doing) q  PAST (Done)
VISION (End): ......................................... STRATEGY (Ways): ..................................

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
HOW WHAT WHO

WHY
Business Model Molecule: Peter Drucker’s 5 Most Important Ques8ons (MIQ)

(Value Sharing)
MIQ-BUSINESS MODEL SCORECARD (BMS)
VISION (End): ......................................... STRATEGY (Ways): ..................................
WHO IS OUR CUSTOMER?
WHAT ARE OUR RESULTS?
WHAT IS OUR PLAN?
WHAT DOES THE CUSTOMER VALUE?
WHAT IS OUR MISSION?

From a higher level perspec8ve,
a business model is
A vehicle, tool, or ecosystem that sustainably
achieves
an organiza^on’s strategy, vision, and mission.

a business model refers to
the logic of how an organiza8on sustainably
creates, delivers, and shares/captures value.

A business model is really about
HOW you create WHAT for WHOM.
And WHY.

WHAT REALLY IS
A BUSINESS MODEL MOLECULE?

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
VISION (End): ............................................. STRATEGY (Ways): .........................................

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
should we improve?
(ideally) need?
solu=on(s)?

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
should we improve?
(ideally) need?
solu=on(s)?

Viability: Beneﬁt

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
should we improve?
(ideally) need?
solu=on(s)?
(Value Sharing)
Viability: Beneﬁt

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY Fractal Molecule, Atom, and Mind Map
A business model molecule consists of four atoms
(WHO; WHY; WHAT; HOW), each of which is like a
“fractal mind map,” that is, a mind map of mind maps.

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
should we improve?
(ideally) need?
solu=on(s)?
Fractal Molecule, Atom, and Mind Map

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
should we improve?
(ideally) need?
solu=on(s)?
Value Sharing

WHO

WHY

WHAT

HOW


4 Atoms of
Business Model (Organiza^on) Molecule

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
should we improve?
solu=on(s)?
WHERE (Context/Environment): Well in Freetown, Sierra Leone; WATER & SANITATION SECTOR
Problem/Job To Get Done (JTGD): Safely/cheaply procure potable water Pain/Delight (-/+): ….....
BUSINESS MODEL SCORECARD (BMS) for Story of Electric Hoist Project
q  FUTURE (To Do) q  PRESENT (Doing) ü  PAST (Done)
(ideally) need?)
VISION (End): ............................................. STRATEGY (Ways): Community Problem Solving &
Design (CPSD)

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
should we improve?
solu=on(s)?
(ideally) need?)
(Value Sharing)
Viability: Beneﬁt
Design (CPSD)

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
should we improve?
solu=on(s)?
(ideally) need?)

Viability: Beneﬁt
Design (CPSD)

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
should we improve?
q Water-geEers/bearers/
carriers (from water well)
solu=on(s)?
(ideally) need?)

Viability: Beneﬁt
Design (CPSD)

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
should we improve?
solu=on(s)?
q Risky way of liJing bucket of water
from well
q Accidents, high cost, and pain of
li?ing buckets
(ideally) need?)

Viability: Beneﬁt
Design (CPSD)

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
should we improve?
solu=on(s)?
from well
li?ing buckets
(ideally) need?
q Tap (In-house/public
locaPon)
q Electric hoist (for liJing
buckets from water well)

Viability: Beneﬁt
Design (CPSD)

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
should we improve?
carriers (from water well) Why is it important to rapidly discover
from well
li?ing buckets
(ideally) need?
locaPon)
solu=on(s)?
q Khadija Daramy

Viability: Beneﬁt
Design (CPSD)

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
should we improve?
carriers (from water well) Why is it important to rapidly discover
from well
li?ing buckets
(ideally) need?
locaPon)
solu=on(s)?
q Khadija Daramy
(Value Sharing)
Viability: Beneﬁt
Design (CPSD)

Business Model Scorecard
Can be used to
Visually Organize Topics (Elements) of
Any Methodology, Method, Procedure, or
Process
for
System Improvement and/or Innova^on

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY

L.I.S.T.-BUSINESS MODEL SCORECARD (BMS)
WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
5) Other Soluôns 4) Proposed Soluôn

2) Problem/Challenge 3) Problem Mo^vaôn/
Benefit
8) Resources Needed

6) Budget/Cost
7) Plan of Acôn
1b) Channels/
Rela8onship

1c) Supplier/
Key Partners
1a) Stakeholders
L.I.S.T. is an acronym for
List of Innovate Salone Topics
(For Submibng Project Proposals)

BMC.-BUSINESS MODEL SCORECARD (BMS)
WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
Value Proposiôn
(VP)
Cost Structure
(C$)
Revenue Streams
(R$)
Key Ac^viês
(KA)
Key Resources
(KR)
Channels (CH)/
Cust. Relaônship (CR)

Key Partners
(KP)
Customer Segments
(CS)
BMC is an acronym for
Business Model Canvas

LC.-BUSINESS MODEL SCORECARD (BMS)
WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
Value Proposi^on
(VP)
Cost Structure
(C$)
Revenue Streams
(R$)
Channels (CH)
Problem
(Prob)
Customer Segments
(CS)
LC is an acronym for
Lean Canvas
Solu^on
(Soln)
Unfair Advantage
(UA)
Key Metrics
(KM)

BMC-LC.-BUSINESS MODEL SCORECARD (BMS)
WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
Value Proposiôn
(VP)
Cost Structure
(C$)
Revenue Streams
(R$)
Key Ac^viês
(KA)
Key Resources
(KR)
Channels (CH)/
Cust. Relaônship (CR)

Key Partners
(KP)
Customer Segments
(CS)
Soluôn
(Soln)
Unfair Advantage
(UA)
Key Metrics
(KM)

BSC-BUSINESS MODEL SCORECARD (BMS)
WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY
Financial Perspec8ve
Internal Processes
Perspec8ve
Learning & Growth
Perspec8ve
Customer Perspec8ve
BSC is an acronym for
Balanced Scorecard

WHAT REALLY IS
A BUSINESS MODEL SCORECARD?

What is the
Business Model Scorecard (BMS)?
Developed by Rod King,
the Business Model Scorecard (BMS) is
a Visual Tool for Simply Improving the
Performance of Every Organiza^on, Project,
and Business Model on the Planet.
Note
The Business Model Scorecard (BMS), which uses an “ecosystem” as its
unit of analysis, can be used as a plug-and-play pladorm for presen8ng
any business tool; e.g., List of Innovate Salone (LIST) for Project
Proposals; Balanced Scorecard; Performance Prism; Value Chain;
Supply Chain; Business Model Canvas; Lean Canvas.

What is the
Business Model Scorecard?
The template of the Business Model Scorecard
consists of three main sec8ons:

q  Time Zone: When (Future/Present/Past)
q  Space Zone: Where (Context/Environment)
q  Business Model (Organiza^on) Molecule:
Who/Why/What/How (System)

WHAT
WHERE
(Space)
WHO
WHEN
(Time)

HOW
WHY

UNIT:
WHERE
ORGANIZATION OR BUSINESS MODEL
(Scene/Community/Organiza8on/Project/Enterprise/
Supply Chain MODEL)
WHO
WHY
WHAT
HOW
Source: “Business Model Molecule (BMM)” is an inven=on of Dr. Rod King. The 4 atoms and 10 elements of a Business Model Molecule can be
visually expressed in linear (chain; list), hierarchical (tree; table; mind map), and network (web; diamond; ‘periodic table’; ‘canvas’) formats.

UNIT:
WHERE
MOLECULE
Supply Chain MODEL)
WHO
WHY
WHAT
HOW

UNIT:
WHERE
MOLECULE: 4 Atom-Topics/Ques8ons/Responses for Business Model (Organiza8on) Molecule

Supply Chain MODEL)
WHO
WHY
WHAT
HOW

UNIT:
WHERE
MOLECULE: 4 Atom-Topics/Ques8ons/Responses for Business Model (Organiza8on) Molecule
Supply Chain MODEL)
WHO Whose lives or happiness should we improve?
WHY Why is it important to rapidly discover and solve the most important problems of the targeted group?
WHAT What solu8ons or experiences does the targeted group (ideally) need?
HOW How best to rapidly create, deliver, and manage solu8on(s) for greater happiness?

10 Elements of
Business Model (Organiza^on) Molecule

UNIT:
WHERE
MOLECULE
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO
WHY
WHAT
HOW

UNIT:
WHERE
MOLECULE Topics/Ques8ons/Responses for Business Model (Organiza8on) Molecule
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO
WHY
WHAT
HOW

UNIT:
WHERE
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO Whose lives or happiness should we improve?
WHY Why is it important to rapidly discover and solve the most important problems of the targeted group?
WHAT What solu8ons or experiences does the targeted group (ideally) need?
HOW How best to rapidly create, deliver, and manage the solu8on(s)?

UNIT:
WHERE

ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO
WHY
WHAT
HOW

UNIT:
WHERE
MOLECULE
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a)
1(b)
1(c)
WHY
WHAT
HOW

UNIT:
WHERE
MOLECULE
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a)
1(b)
1(c)
WHY 2
3
WHAT
HOW

UNIT:
WHERE
MOLECULE
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a)
1(b)
1(c)
WHY 2
3
WHAT 4
5
HOW

UNIT:
WHERE
MOLECULE
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a)
1(b)
1(c)
WHY 2
3
WHAT 4
5
HOW 6
7
8

UNIT:
WHERE
MOLECULE
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a) Customers
1(b) Channels/Customer
Rela^onships
1(c) Suppliers/Partners
WHY 2
3
WHAT 4
5
HOW 6
7
8

UNIT:
WHERE
MOLECULE
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a) Customers
Rela^onships
WHY 2 Problem/Challenge
3 Posi^ve Impacts (+)
WHAT 4
5
HOW 6
7
8

UNIT:
WHERE
MOLECULE
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a) Customers
Relaônships
WHAT 4 Output (Soluôn/Tool)
5 Other Soluôns
HOW 6
7
8

UNIT:
WHERE
MOLECULE
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a) Customers
Relaônships
5 Other Soluôns
HOW 6 Nega^ve Impacts (-)
7 Processing (Ac^viês)
8 Input (Resources)

UNIT:
WHERE
MOLECULE S:
Strengths
W:
Weaknesses
O:
Opportuni8es
T:
Threats
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a) Customers
Rela^onships
5 Other Solu^ons
8 Input (Resources)
SWOT-BUSINESS MODEL SCORECARD (BMS)
SWOT Analysis

SIPOC-BUSINESS MODEL SCORECARD (BMS)
SIPOC Process
UNIT:
WHERE
MOLECULE List of Topics of
SIPOC Process
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a) Customers q C: Customers
Relaônships
1(c) Suppliers/Partners q S: Supplier
WHAT 4 Output (Soluôn/Tool) q O: Output
5 Other Soluôns
7 Processing (Ac^viês) q P: Process
8 Input (Resources) q I: Input

Balanced Scorecard (BSC)
UNIT:
WHERE
Balanced Scorecard
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a) Customers q Customer Perspec8ve
Relaônships
3 Posi^ve Impacts (+) q Financial Perspec8ve (Revenue)
5 Other Soluôns
HOW 6 Nega^ve Impacts (-) q Financial Perspec8ve (Cost)
7 Processing (Ac^viês) q Processing Perspec8ve
8 Input (Resources) q Learning & Growth Perspec8ve

Balanced Scorecard
UNIT:
WHERE
Balanced Scorecard
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
(Scene/Community/Organiza8on/Project/Enterprise/Supply
Chain MODEL)
WHO 1(a) Customers q Customer Perspec8ve: To achieve our vision, how should we appear to
customers?
Relaônships
3 Posi^ve Impacts (+) q Financial Perspec8ve (Revenue): To succeed financially, how should we
appear to shareholders?
5 Other Soluôns
HOW 6 Nega^ve Impacts (-) q Financial Perspec8ve (Cost): To succeed financially, how should we appear
to shareholders?
7 Processing (Ac^viês) q Processing Perspec8ve: To sa=sfy our shareholders and customers, what
business processes must we excel at/
8 Input (Resources) q Learning & Growth Perspec8ve: To achieve our vision, how will we sustain
our ability to change and improve?

1PBP-BUSINESS MODEL SCORECARD (BMS)
1 Page Business Plan (1PBP)
UNIT:
WHERE
1 Page Business Plan
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a) Customers
Relaônships
WHY 2 Problem/Challenge q Objec8ve
WHAT 4 Output (Soluôn/Tool) q Strategy
5 Other Soluôns
7 Processing (Ac^viês) q Ac8on Plan
8 Input (Resources)
VISION/MISSION: ....................................... STRATEGY (Ways): .........................................

List of Innovate Salone Topics (L.I.S.T.)
UNIT:
WHERE
MOLECULE List of Innovate Salone Topics (LIST)
for an Ecosystem
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a) Customers q Customer Segments (CS)
Relaônships
q Channels/Rela8onships (CHR)
1(c) Suppliers/Partners q Suppliers/Key Partners (SKP)
WHY 2 Problem/Challenge q Problem/Challenge (PC)
3 Posi^ve Impacts (+) q Problem Mo8va8on/Benefits (PMB)
WHAT 4 Output (Soluôn/Tool) q Proposed Solu8on (PS)
5 Other Soluôns q Other Solu8ons (OS)
HOW 6 Nega^ve Impacts (-) q Budget/Cost (BC)
7 Processing (Ac^viês) q Plan of Ac8on (PA)
8 Input (Resources) q Resources Needed (RN)

List of Innovate Salone Topics (L.I.S.T.)
UNIT:
WHERE
MOLECULE List of Innovate Salone Topics (LIST)
for an Ecosystem
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a) Customers q Customer Segments (CS): Who are customers?
Relaônships
q Channels/Rela8onships (CHR): What channels/rela=onships for reaching
customers?
1(c) Suppliers/Partners q Suppliers/Key Partners (SKP): Who are suppliers/key partners?
WHY 2 Problem/Challenge q Problem/Challenge (PC): What is problem/challenge to be solved?
3 Posi^ve Impacts (+) q Problem Mo8va8on/Benefits (PMB): Why is the problem important?
WHAT 4 Output (Soluôn/Tool) q Proposed Solu8on (PS): How do you plan to fix problem?
5 Other Soluôns q Other Solu8ons (OS): What are other community solu=ons?
HOW 6 Nega^ve Impacts (-) q Budget/Cost (BC): What is the budget/cost for comple=ng project?
7 Processing (Ac^viês) q Plan of Ac8on (PA): What are steps to make the project a reality?
8 Input (Resources) q Resources Needed (RN): What are resources needed for comple=ng
project?

BMN-BUSINESS MODEL SCORECARD (BMS)
“Linear” Business Model Navigator (BMN)
UNIT:
WHERE
BUSINESS MODEL NAVIGATOR
(Source: Gassman, Frankenberger, and Csik (2015) Business Model
Navigator. Harlow: Pearson.)
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a) Customers q Customer: Who are our target customers?
Relaônships
3 Posi^ve Impacts (+) q Profit Mechanism: Why does the business model generate profit?
WHAT 4 Output (Soluôn/Tool) q Value Proposi8on: What do we offer to customers?
5 Other Soluôns
7 Processing (Ac^viês) q Value Chain: How do we produce our offerings?
8 Input (Resources)

BMC-BUSINESS MODEL SCORECARD (BMS)
“Linear” Business Model Canvas (BMC)
UNIT:
WHERE
BUSINESS MODEL CANVAS (BMC)
(Source: Osterwalder, O.; Pigneur, Y. (2009) Business Model Genera8on.) ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
Relaônships
q Channels (CH)
q Customer Rela8onships (CR)
1(c) Suppliers/Partners q Key Partners (KP)
3 Posi^ve Impacts (+) q Revenue Streams (R$)
WHAT 4 Output (Soluôn/Tool) q Value Proposi8on (VP)
5 Other Soluôns
HOW 6 Nega^ve Impacts (-) q Cost Structure (C$)
7 Processing (Ac^viês) q Key Ac8vi8es (KA)
8 Input (Resources) q Key Resources (KR)

“Linear” Business Model Canvas (BMC)
UNIT:
WHERE
(Source: Osterwalder, O.; Pigneur, Y. (2009) Business Model Genera8on.) ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a) Customers q Customer Segments (CS): For what customer (segment) is value created?
Relaônships
q Channels (CH): Through which channels are customers to be reached?
q Customer Rela8onships (CR): What type of rela=onship to establish?
1(c) Suppliers/Partners q Key Partners (KP): Who are key partners and suppliers?
3 Posi^ve Impacts (+) q Revenue Streams (R$): What are the main sources or items of revenue?
WHAT 4 Output (Soluôn/Tool) q Value Proposi8on (VP): What value to deliver to customer (segment)?
5 Other Soluôns
HOW 6 Nega^ve Impacts (-) q Cost Structure (C$): What are the main sources or items of cost?
7 Processing (Ac^viês) q Key Ac8vi8es (KA): What key ac=vi=es are required to deliver on the value
proposi=on?
8 Input (Resources) q Key Resources (KR): What key resources are required to deliver on the
value proposi=on?

LC-BUSINESS MODEL SCORECARD (BMS)
“Linear” Lean Canvas (LC)
UNIT:
WHERE
LEAN CANVAS (LC)
(Source: Maurya, A. (2012) Running Lean. Sebastopol: O’Reilly Media.) ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
Relaônships
q Channels (CH)
WHY 2 Problem/Challenge q Problem (Prob)
3 Posi^ve Impacts (+) q Revenue Streams (R$)
WHAT 4 Output (Soluôn/Tool) q Unique Value Proposi8on (UVP)
q Solu8on (Soln)
5 Other Soluôns
HOW 6 Nega^ve Impacts (-) q Cost Structure (C$)
7 Processing (Ac^viês) q Key Metrics (KM)
8 Input (Resources) q Unfair Advantage (UA)

LC-BUSINESS MODEL SCORECARD (BMS)
“Linear” Lean Canvas (LC)
UNIT:
WHERE
LEAN CANVAS (LC)
(Source: Maurya, A. (2012) Running Lean. Sebastopol: O’Reilly Media.)
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a) Customers q Customer Segments (CS): Target customers
Relaônships
q Channels (CH): Path to customers
WHY 2 Problem/Challenge q Problem (Prob): Top 3 problems
3 Posi^ve Impacts (+) q Revenue Streams (R$): Revenue model; Life=me value; Revenue; Gross
Margin
WHAT 4 Output (Soluôn/Tool) q Unique Value Proposi8on (UVP): Single, clear, compelling message that
states why you are different and worth buying
q Solu8on (Soln): Top 3 features
5 Other Soluôns
HOW 6 Nega^ve Impacts (-) q Cost Structure (C$): Customer acquisi=on costs; Distribu=on costs;
Hos=ng; People, etc.
7 Processing (Ac^viês) q Key Metrics (KM): Key ac=vi=es you measure
8 Input (Resources) q Unfair Advantage (UA): Can’t be easily copied or bought

BMM-BUSINESS MODEL SCORECARD (BMS)
UNIT:
WHERE
BUSINESS MODEL MATRIX (BMM)
(Source: Reichert, B. (2016) The Art and Science of Building Your Business
Model. Garage Technology Ventures (Notes).)
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
(Scene/Community/Organiza8on/Project/Enterprise/Supply Chain MODEL)
WHO 1(a) Customers q Target Customers: Who are target customers or customer categories/segments?
Relaônships
q Marke8ng Plan: How are you going to get your message out to your target
audiences? How are you going to get customers to come to you?
q Sales Plan: How are you going to sell your product? Direct, channels, partners? How
are you going to convert qualified prospects/leads into customers?
3 Posi^ve Impacts (+) q Pricing: What is your pricing model for each of your target customer groups?
q Revenue Streams: What is your ini8al primary source of revenue? How will your
revenue streams evolve over 8me? What is the life8me value of a customer?
WHAT 4 Output (Soluôn/Tool) q Value Proposi8on: What is your core value proposi8on for your primary target
customers? For your other customer/stakeholder categories?
q Product Roadmap: What is your ini8al product offering? How will product evolve?
5 Other Soluôns q Compe88ve Advantages: What are your key compe88ve advantages, for each
category of compe8tor and for each category of customer?
HOW 6 Nega^ve Impacts (-) q Costs: What is your cost structure? For developing and delivering product? For
acquiring new customers and upselling old customers? For service and support?
8 Input (Resources)

“Linear” Business Model Canvas (BMC) vs. “Linear” Business Model Matrix (BMM)
UNIT:
WHERE
List of Topics of
BUSINESS MODEL MATRIX (BMM)
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a) Customers q Customer Segments (CS) q Target Customers
Relaônships
q Channels (CH)
q Marke8ng Plan
q Sales Plan
1(c) Suppliers/Partners q Key Partners (KP)
3 Posi^ve Impacts (+) q Revenue Streams (R$) q Pricing
q Revenue Streams
WHAT 4 Output (Soluôn/Tool) q Value Proposi8on (VP) q Value Proposi8on
q Product Roadmap
5 Other Soluôns q Compe88ve Advantages
HOW 6 Nega^ve Impacts (-) q Cost Structure (C$) q Costs
7 Processing (Ac^viês) q Key Ac8vi8es (KA)

UNIT:
WHERE
1 Page Business Plan

List of Topics of
4-Box Business Model Framework
ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a) Customers
Relaônships
WHY 2 Problem/Challenge q Objec8ves
3 Posi^ve Impacts (+) q Profit Formula: Revenue
(Streams)
WHAT 4 Output (Soluôn/Tool) q Strategies q Customer Value Proposi8on
5 Other Soluôns
HOW 6 Nega^ve Impacts (-) q Profit Formula: Cost (Structure)
7 Processing (Ac^viês) q Ac8on Plans q Key Processes
8 Input (Resources) q Key Resources
1PBP-4BBM-BUSINESS MODEL SCORECARD (BMS)
1 Page Business Plan (1PBP) vs. “Linear” 4-Box Business Model (4BBM)
Framework
VISION/MISSION: ....................................... STRATEGY (Ways): .........................................

“Linear” Business Model Canvas (BMC): Detailed vs. Conceptual Level
UNIT:
WHERE
BUSINESS MODEL CANVAS (BMC):
Detailed Level
List of Topics of
BUSINESS MODEL CANVAS (BMC):
Conceptual Level ATOM
(4 No.)
ELEMENT
(10 No.)
DESCRIPTION
Supply Chain MODEL)
WHO 1(a) Customers q Customer Segments (CS) q Customer
Relaônships
q Channels (CH)
1(c) Suppliers/Partners q Key Partners (KP) q Infrastructure: Key Partners
3 Posi^ve Impacts (+) q Revenue Streams (R$) q Finance: Revenue Streams
WHAT 4 Output (Soluôn/Tool) q Value Proposi8on (VP) q Offer
5 Other Soluôns
HOW 6 Nega^ve Impacts (-) q Cost Structure (C$) q Finance: Cost Structure
7 Processing (Ac^viês) q Key Ac8vi8es (KA) q Infrastructure: Key Ac8vi8es and
Key Resources

BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World

BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World

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BUSINESS MODEL SCORECARD: Revolutionizing Business Planning, Strategy, and Execution (BPSE) … in Silicon Valley, Sierra Leone, and the Rest of the World