The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY PROFIT

1. Combine the Best of “Blue Ocean Strategy” and “Lean Startup Methodology” #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing TRADE-‐OFF TOOL (Product/Service) STRENGTH (+): Delight WEAKNESS (-‐): Pain BLUE OCEAN STRATEGY Strategy Business Model (Value Chain) VisualizaHon ExecuHon LEAN STARTUP METHODOLOGY ExecuHon Business Model (Value Chain) VisualizaHon Strategy RED OCEAN DISRUPTION (ROD) STACK h5p://goo.gl/j0rc4V Strategy + ExecuHon + Business Model (Value Chain) VisualizaHon (“Blue Ocean Strategy for Lean Startups”) -‐

2. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Where currently are we? Where must we go? Problem Pain: (Un)Known How must we get there? (-‐) (+) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5 Method (Strategy) -‐ Business Model

3. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Where currently are we? Where must we go? Problem Pain: (Un)Known How must we get there? (-‐) (+) (-‐) (+) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5 Method (Strategy) -‐ Business Model

4. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Where currently are we? Where must we go? Problem Pain: (Un)Known Method (Strategy) -‐ Business Model How must we get there? (-‐) (+) (-‐) (+) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

5. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Where currently are we? Where must we go? Problem Pain: (Un)Known Method (Strategy) How must we get there? (-‐) (+) (-‐) (+) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5 (To Do/Vision) (Done) (Doing)

6. The Red Ocean DisrupTon (ROD) Stack for Blue Ocean Strategists & Lean Startups

7. A Less Risky Journey to the Blue Ocean

8. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Where currently are we? Where must we go? Problem Pain: (Un)Known Method (Strategy) -‐ Business Model How must we get there? Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

9. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Where currently are we? Where must we go? Problem Pain: (Un)Known Method (Strategy) -‐ Business Model How must we get there? (-‐) (+) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

12. How to Be:er Visualize and Sail to the Blue Ocean Use the Red Ocean DisrupTon (ROD) Stack q  Idea Lifecycle (Roadmap of Product-‐Market Fits/Nested S-‐Curve); 4 Problem Archetypes q  Problem Solving Engine; DramaZc Story Canvas; Lean Strategy Canvas; 6 Jobs of Highly EﬀecZve Problem Solvers q  Business Model Dashboard; Business Model Chemistry q  Business Model Storyboard; Business Model Yacht q  Value Engine Map; Red Ocean DisrupZon (ROD) Strategies; E.R.I.C. TacZcs; Trade-‐oﬀ Matrix q  Strategy Canvas (Linear/Radial/3x3); Value InnovaZon (Blue Ocean Strategy/TacZcs) q  Value Chain Analysis; Value Net q  Industry (A5racZveness) Analysis q  SWOT Analysis; Force Field Analysis q  Customer AcquisiZon Pyramid

13. Every Great Idea Sails Through a Lifecycle of 5 Stages #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing 1. CONCEPT (PROBLEM/IDEA) 2. PRETOTYPE 3. PROTOTYPE 4. PILOT 5. FULL SCALE RED OCEAN (ExisTng) COMPETITORS 1 2 3 4 5

14. Every Great Idea Sails Through a Lifecycle of 5 Stages #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing 1. CONCEPT (PROBLEM/IDEA) 2. PRETOTYPE 3. PROTOTYPE 4. PILOT 5. FULL SCALE 1 2 3 4 5

15. Every Great Idea Sails Through a Lifecycle of 5 Stages #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing 1. CONCEPT (PROBLEM/IDEA) 2. PRETOTYPE 3. PROTOTYPE 4. PILOT 5. FULL SCALE Product-‐ Market Fit: Build-‐ Measure-‐ Learn 1 2 3 4 5

16. Every Great Idea Sails Through a Lifecycle of 5 Stages #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing 1. CONCEPT (PROBLEM/IDEA) 2. PRETOTYPE 3. PROTOTYPE 4. PILOT 5. FULL SCALE 1 2 3 4 5

17. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing BUSINESS MODEL DASHBOARD BUSINESS MODEL DASHBOARD (PERFORMANCE; IMPACT; TRADE-‐OFF = Pain/Delight) Supersystem Region/Gov./ NGOs Inﬂuencers/ Media Non-‐Customers (Prospects) PESTLIED Events/Trends Environment (Market/Industry) Suppliers Channels/ RelaHonships (In)Direct CompeHtors New Entrants (Startups) Customers System (Enterprise) Input Processor Output Feedback The 3 Levels of Business Model Performance 1 2 3 4 5

18. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing BUSINESS MODEL DASHBOARD BUSINESS MODEL DASHBOARD (PERFORMANCE; IMPACT; TRADE-‐OFF = Pain/Delight) Supersystem Region/Gov./ NGOs Inﬂuencers/ Media Non-‐Customers (Prospects) PESTLIED Events/Trends Environment (Market/Industry) Suppliers Channels/ RelaHonships (In)Direct CompeHtors New Entrants (Startups) Customers System (Enterprise) Input Processor Output Feedback The 3 Levels of Business Model Performance 1 2 3 4 5

19. Business Model Yacht Red Ocean DisrupZon (ROD) Storyboard

20. Business Model Yacht for Blue Ocean Strategists 1.  CONCEPTION (Red Ocean DisrupZon Idea/Blue Ocean Concept)

21. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

22. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model Jobs To Get Done (Behavior) q  Compete in exisZng market space q  Beat the compeZZon q  Exploit exisZng demand (market) q  Make cost vs. value trade-‐oﬀ q  Low-‐cost business model or DiﬀerenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

23. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model Jobs To Get Done (Behavior) q  Compete in exisZng market space q  Beat the compeZZon q  Exploit exisZng demand (market) q  Make cost vs. value trade-‐off q  Low-‐cost business model or DifferenZaZon business model Outcomes (Hypotheses) q  Highly Contested Market Space q  HypercompeHHon; CommodiHzaHon q  Low Profitability; Low Profit Margin q  High Mortality Rate (Death Rate) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

24. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model (-‐) (+) Jobs To Get Done (Behavior) q  Compete in exisZng market space q  Beat the compeZZon q  Exploit exisZng demand (market) q  Make cost vs. value trade-‐off q  Low-‐cost business model or DifferenZaZon business model Outcomes (Hypotheses) q  Highly Contested Market Space q  HypercompeHHon; CommodiHzaHon q  Low Profitability; Low Profit Margin q  High Mortality Rate (Death Rate) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

25. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model (-‐) (+) Jobs To Get Done (Behavior) q  Compete in exisZng market space q  Beat the compeZZon q  Exploit exisZng demand (market) q  Make cost vs. value trade-‐off q  Low-‐cost business model or DifferenZaZon business model Outcomes (Hypotheses) q  Highly Contested Market Space q  HypercompeHHon; CommodiHzaHon q  Low Profitability; Low Profit Margin q  High Mortality Rate (Death Rate) Jobs To Get Done (Behavior) q  Create uncontested market space q  Make the compeZZon irrelevant q  Create and capture demand (market) q  Resolve cost vs. value trade-‐off q  Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

26. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model (-‐) (+) Jobs To Get Done (Behavior) q  Compete in exisZng market space q  Beat the compeZZon q  Exploit exisZng demand (market) q  Make cost vs. value trade-‐off q  Low-‐cost business model or DifferenZaZon business model Outcomes (Hypotheses) q  Highly Contested Market Space q  HypercompeHHon; CommodiHzaHon q  Low Profitability; Low Profit Margin q  High Mortality Rate (Death Rate) Outcomes (Hypotheses) q  Uncontested Market Space q  Irrelevant CompeHtors q  High Profitability; High Profit Margin q  Low Mortality Rate (Death Rate) Jobs To Get Done (Behavior) q  Create uncontested market space q  Make the compeZZon irrelevant q  Create and capture demand (market) q  Resolve cost vs. value trade-‐off q  Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

27. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q  Compete in exisZng market space q  Beat the compeZZon q  Exploit exisZng demand (market) q  Make cost vs. value trade-‐off q  Low-‐cost business model or DifferenZaZon business model Outcomes (Hypotheses) q  Highly Contested Market Space q  HypercompeHHon; CommodiHzaHon q  Low Profitability; Low Profit Margin q  High Mortality Rate (Death Rate) Outcomes (Hypotheses) q  Uncontested Market Space q  Irrelevant CompeHtors q  High Profitability; High Profit Margin q  Low Mortality Rate (Death Rate) Jobs To Get Done (Behavior) q  Create uncontested market space q  Make the compeZZon irrelevant q  Create and capture demand (market) q  Resolve cost vs. value trade-‐off q  Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

28. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model Jobs To Get Done (Behavior) q  Compete in exisZng market space q  Beat the compeZZon q  Exploit exisZng demand (market) q  Make cost vs. value trade-‐off q  Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q  Create uncontested market space q  Make the compeZZon irrelevant q  Create and capture demand (market) q  Resolve cost vs. value trade-‐off q  Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

29. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q  Compete in exisZng market space q  Beat the compeZZon q  Exploit exisZng demand (market) q  Make cost vs. value trade-‐off q  Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q  Create uncontested market space q  Make the compeZZon irrelevant q  Create and capture demand (market) q  Resolve cost vs. value trade-‐off q  Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

30. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q  Compete in exisZng market space q  Beat the compeZZon q  Exploit exisZng demand (market) q  Make cost vs. value trade-‐off q  Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q  Create uncontested market space q  Make the compeZZon irrelevant q  Create and capture demand (market) q  Resolve cost vs. value trade-‐off q  Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

31. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model Value InnovaZon-‐focus (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q  Compete in exisZng market space q  Beat the compeZZon q  Exploit exisZng demand (market) q  Make cost vs. value trade-‐off q  Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q  Create uncontested market space q  Make the compeZZon irrelevant q  Create and capture demand (market) q  Resolve cost vs. value trade-‐off q  Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

32. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) PROFIT (Key Metrics) (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q  Compete in exisZng market space q  Beat the compeZZon q  Exploit exisZng demand (market) q  Make cost vs. value trade-‐off q  Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q  Create uncontested market space q  Make the compeZZon irrelevant q  Create and capture demand (market) q  Resolve cost vs. value trade-‐off q  Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

33. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) PROFIT (Key Metrics) Value Engine (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q  Compete in exisZng market space q  Beat the compeZZon q  Exploit exisZng demand (market) q  Make cost vs. value trade-‐off q  Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q  Create uncontested market space q  Make the compeZZon irrelevant q  Create and capture demand (market) q  Resolve cost vs. value trade-‐off q  Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

34. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) PROFIT (Key Metrics) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q  Compete in exisZng market space q  Beat the compeZZon q  Exploit exisZng demand (market) q  Make cost vs. value trade-‐off q  Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q  Create uncontested market space q  Make the compeZZon irrelevant q  Create and capture demand (market) q  Resolve cost vs. value trade-‐off q  Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

36. Business Model Yacht for Blue Ocean Strategists 2.  PRETOTYPE (Red Ocean DisrupZon (Blue Ocean) Strategy/ TacZcs/Business Model)

38. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) (-‐) (+) (-‐) (+) Jobs To Get Done (Behavior) q  Compete in exisZng market space q  Beat the compeZZon q  Exploit exisZng demand (market) q  Make cost vs. value trade-‐off q  Low-‐cost business model or DifferenZaZon business model Jobs To Get Done (Behavior) q  Create uncontested market space q  Make the compeZZon irrelevant q  Create and capture demand (market) q  Resolve cost vs. value trade-‐off q  Low cost & DifferenZaZon business model Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

39. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Blue Ocean Strategy: Six Principles 1.  Reconstruct market bound-‐ aries (6 paths) 2.  Focus on big picture (4 steps) 3.  Reach beyond exis<ng demand 4.  Get the strategic sequence right 5.  Overcome key org. hurdles 6.  Build execu<on into strategy Four AcHons F’work Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) Linear Strategy Canvas (“As Is”) Linear Strategy Canvas (“To Be”) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

40. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Blue Ocean Strategy: Six Principles 1.  Reconstruct market bound-‐ aries (6 paths) 2.  Focus on big picture (4 steps) 3.  Reach beyond exis<ng demand 4.  Get the strategic sequence right 5.  Overcome key org. hurdles 6.  Build execu<on into strategy Four AcHons F’work Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) 3x3 Strategy Canvas (“As Is”) 3x3 Strategy Canvas (“To Be”) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

41. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) Radial Strategy Canvas (“As Is”) Radial Strategy Canvas (“To Be”) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

42. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Blue Ocean Strategy: Six Principles 1.  Reconstruct market bound-‐ aries (6 paths) 2.  Focus on big picture (4 steps) 3.  Reach beyond exis<ng demand 4.  Get the strategic sequence right 5.  Overcome key org. hurdles 6.  Build execu<on into strategy Four AcHons F’work Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) Radial Strategy Canvas (“As Is”) Radial Strategy Canvas (“To Be”) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

43. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Blue Ocean Strategy: Six Principles 1.  Reconstruct market bound-‐ aries (6 paths) 2.  Focus on big picture (4 steps) 3.  Reach beyond exis<ng demand 4.  Get the strategic sequence right 5.  Overcome key org. hurdles 6.  Build execu<on into strategy Four AcHons F’work Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) Radial Strategy Canvas (“As Is”) Radial Strategy Canvas (“To Be”) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

44. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Blue Ocean Strategy: Six Principles 1.  Reconstruct market bound-‐ aries (6 paths) 2.  Focus on big picture (4 steps) 3.  Reach beyond exis<ng demand 4.  Get the strategic sequence right 5.  Overcome key org. hurdles 6.  Build execu<on into strategy Four AcHons F’work Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5 Decision-‐Making Dashboard Decision-‐Making Dashboard Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”)

45. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Blue Ocean Strategy: Six Principles 1.  Reconstruct market bound-‐ aries (6 paths) 2.  Focus on big picture (4 steps) 3.  Reach beyond exis<ng demand 4.  Get the strategic sequence right 5.  Overcome key org. hurdles 6.  Build execu<on into strategy Four AcHons F’work Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5 Decision-‐Making Dashboard Decision-‐Making Dashboard Balanced Scorecard (“To Be”) Balanced Scorecard (“As Is”) 0 2 4 6 8 10 i ii iii iv FINANCE CUSTOMER PROCESS LEARNING 0 2 4 6 8 10 i ii iii iv

46. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Blue Ocean Strategy: Six Principles 1.  Reconstruct market bound-‐ aries (6 paths) 2.  Focus on big picture (4 steps) 3.  Reach beyond exis<ng demand 4.  Get the strategic sequence right 5.  Overcome key org. hurdles 6.  Build execu<on into strategy Four AcHons F’work Channels & RelaTon-‐ ships Product/ Service PROFIT (Key Metrics) Value Engine: Value InnovaZon-‐focus (ProposiHon/Strategy) Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5 Pirate ‘L.E.A.R.N.’ Scorecard (“To Be”) Pirate ‘L.E.A.R.N.’ Scorecard (“As Is”) 0 2 4 6 8 10 i ii iii iv v vi vii viii E: Engagement A: AcquisiZon A: AcZvaZon R: RetenZon R: Revenue R: Referral N: Net Promoter Score 0 2 4 6 8 10 i ii iii iv v vi vii viii Decision-‐Making Dashboard Decision-‐Making Dashboard L: LifeZme Value

47. RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known Method (Strategy) Make extraordinary proﬁt (margin) Disrupt a leading product/ service/business model to create a really diﬀerent and valuable experience Develop, test, and validate a massive level of customer interest (for each stage of the idea lifecycle) 1 2 3 Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5

48. Example

49. Red Ocean Strategy

50. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment Method (Strategy) -‐ Business Model 1 2 3 4 5

51. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model Jobs To Get Done (Behavior) q  Compete in exisZng market space q  Beat the compeZZon q  Exploit exisZng demand (market) q  Make cost vs. value trade-‐oﬀ q  Low-‐cost business model or DiﬀerenZaZon business model Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5

52. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model Jobs To Get Done (Behavior) q  Compete in exisZng market space q  Beat the compeZZon q  Exploit exisZng demand (market) q  Make cost vs. value trade-‐off q  Low-‐cost business model or DifferenZaZon business model Outcomes (Hypotheses) q  Highly Contested Market Space q  HypercompeHHon; CommodiHzaHon q  Low Profitability; Low Profit Margin q  High Mortality Rate (Death Rate)

53. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model (-‐) (+) Jobs To Get Done (Behavior) q  Compete in exisZng market space q  Beat the compeZZon q  Exploit exisZng demand (market) q  Make cost vs. value trade-‐off q  Low-‐cost business model or DifferenZaZon business model Outcomes (Hypotheses) q  Highly Contested Market Space q  HypercompeHHon; CommodiHzaHon q  Low Profitability; Low Profit Margin q  High Mortality Rate (Death Rate) Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5

54. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT

55. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT

56. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service q  Employee/ Star Perform-‐ ers q  Brand/Culture q  FaciliHes/ Equipment/ MulHple Show Arenas q  Classic/ TradiHonal Circus Entertainment q  Animal Care q  Employees/Star Performers q  Animal Care q  FaciliHes/Equipment/Rent q  MarkeHng & Sales q  Ticket Sale q  Aisle Concessions Channels & RelaTon-‐ ships q  Ticket Oﬃce q  Face-‐to-‐Face q  Radio q  TV q  Newspapers q  Classic/ TradiHonal Circus q  Family q  Children Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Low Proﬁt Margin q  Animal Handlers q  Suppliers Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT

57. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service Dynamic Strategy Canvas (“As Is”) COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii q  Employee/ Star Perform-‐ ers q  Brand/Culture q  FaciliHes/ Equipment/ MulHple Show Arenas q  Classic/ TradiHonal Circus Entertainment q  Animal Care q  Employees/Star Performers q  Animal Upkeep q  FaciliHes/Equipment/Rent q  MarkeHng & Sales q  Ticket Sale q  Aisle Concessions q  Ticket Oﬃce q  Face-‐to-‐Face q  Radio q  TV q  Newspapers q  Classic/ TradiHonal Circus q  Family q  Children Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Low Proﬁt Margin q  Animal Handlers q  Suppliers Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT

58. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii q  Employee/ Star Perform-‐ ers q  Brand/Culture q  FaciliHes/ Equipment/ MulHple Show Arenas q  Classic/ TradiHonal Circus Entertainment q  Animal Care q  Employees/Star Performers q  Animal Upkeep q  FaciliHes/Equipment/Rent q  MarkeHng & Sales q  Ticket Sale q  Aisle Concessions q  Ticket Oﬃce q  Face-‐to-‐Face q  Radio q  TV q  Newspapers q  Classic/ TradiHonal Circus q  Family q  Children Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Low Proﬁt Margin q  Animal Handlers q  Suppliers Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT

59. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) q  Employee/ Star Perform-‐ ers q  Brand/Culture q  FaciliHes/ Equipment/ MulHple Show Arenas q  Classic/ TradiHonal Circus Entertainment q  Animal Care q  Family q  Children q  Employees/Star Performers q  Animal Upkeep q  FaciliHes/Equipment/Rent q  MarkeHng & Sales q  Ticket Sale q  Aisle Concessions q  Animal Handlers q  Suppliers q  Ticket Oﬃce q  Face-‐to-‐Face q  Radio q  TV q  Newspapers q  Classic/ TradiHonal Circus New Entrants (Startups) SubsH-‐ tutes (Incumbents) Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Low Proﬁt Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT

60. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) q  Employee/ Star Perform-‐ ers q  Brand/Culture q  FaciliHes/ Equipment/ MulHple Show Arenas q  Classic/ TradiHonal Circus Entertainment q  Animal Care q  Family q  Children q  Employees/Star Performers q  Animal Upkeep q  FaciliHes/Equipment/Rent q  MarkeHng & Sales q  Ticket Sale q  Aisle Concessions q  Ticket Oﬃce q  Face-‐to-‐Face q  Radio q  TV q  Newspapers q  Classic/ TradiHonal Circus New Entrants (Startups) SubsH-‐ tutes (Incumbents) Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Outdoor Sports/Games Theater Musical (Electronic Games) Low Proﬁt Margin q  Animal Handlers q  Suppliers Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT

61. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) q  Employee/ Star Perform-‐ ers q  Brand/Culture q  FaciliHes/ Equipment/ MulHple Show Arenas q  Classic/ TradiHonal Circus Entertainment q  Animal Care q  Family q  Children q  Employees/Star Performers q  Animal Upkeep q  FaciliHes/Equipment/Rent q  MarkeHng & Sales q  Ticket Sale q  Aisle Concessions q  Ticket Office q  Face-‐to-‐Face q  Radio q  TV q  Newspapers q  Classic/ TradiHonal Circus New Entrants (Startups) SubsH-‐ tutes (Incumbents) Comple-‐ mentors Influenc-‐ ers Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy (Electronic Games) Outdoor Sports/Games Theater Musical Low Profit Margin q  Animal Handlers q  Suppliers Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT

62. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) q  Employee/ Star Perform-‐ ers q  Brand/Culture q  FaciliHes/ Equipment/ MulHple Show Arenas q  Classic/ TradiHonal Circus Entertainment q  Animal Care q  Family q  Children q  Employees/Star Performers q  Animal Upkeep q  FaciliHes/Equipment/Rent q  MarkeHng & Sales q  Ticket Sale q  Aisle Concessions q  Ticket Oﬃce q  Face-‐to-‐Face q  Radio q  TV q  Newspapers q  Classic/ TradiHonal Circus S: Strengths O: Opportuni-‐ Hes W: Weaknesses T: Threats Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Low Proﬁt Margin q  Animal Handlers q  Suppliers Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT

63. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) q  Employee/ Star Perform-‐ ers q  Brand/Culture q  FaciliHes/ Equipment/ MulHple Show Arenas q  Classic/ TradiHonal Circus Entertainment q  Animal Care q  Family q  Children q  Employees/Star Performers q  Animal Upkeep q  FaciliHes/Equipment/Rent q  MarkeHng & Sales q  Ticket Sale q  Aisle Concessions q  Ticket Oﬃce q  Face-‐to-‐Face q  Radio q  TV q  Newspapers q  Classic/ TradiHonal Circus q  Discomfort with use of animals q  Lack of focus in viewing shows in 3-‐ring circus q  High price of aisle Zckets Value Engine: Low-‐cost focus (“The Greatest Show on Earth”) Red Ocean Strategy Low Proﬁt Margin q  Animal Handlers q  Suppliers Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT

64. Blue Ocean Strategy

65. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing TRADE-‐OFF TOOL (Product/Service) STRENGTH (+): Delight WEAKNESS (-‐): Pain TradiTonal Circus (Industry) q  Fun & Humor q  Thrill & Danger q  Inexpensive q  Discomfort with use of animals q  Lack of focus from viewing in 3-‐ring circus q  High price of aisle Zckets Theater/Musicals (Industry: Direct/Indirect/Remote) q  ArZsZc music and dance q  Expensive Circus-‐Theater Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 ü 

66. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model Jobs To Get Done (Behavior) q  Create uncontested market space q  Make the compeZZon irrelevant q  Create and capture demand (market) q  Resolve cost vs. value trade-‐off q  Low cost & DifferenZaZon business model Low Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5

67. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Method (Strategy) -‐ Business Model Jobs To Get Done (Behavior) q  Create uncontested market space q  Make the compeZZon irrelevant q  Create and capture demand (market) q  Resolve cost vs. value trade-‐off q  Low cost & DifferenZaZon business model Low Profit Margin High Profit Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5

68. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q  Circus-‐Theater q  Adults q  Corporate Clients q  Family q  Children High Proﬁt Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT

69. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known COST (STRUCTURE) REVENUE (STREAMS) Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q  Circus-‐Theater q  Adults q  Corporate Clients q  Family q  Children High Proﬁt Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 (To Do/Vision) (Done) (Doing) PROFIT

70. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service Dynamic Strategy Canvas (“To Be”) COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii Blue Ocean Strategy: Six Principles 1.  Reconstruct market bound-‐ aries (6 paths) 2.  Focus on big picture (4 steps) 3.  Reach beyond exis<ng demand 4.  Get the strategic sequence right 5.  Overcome key org. hurdles 6.  Build execu<on into strategy Four AcHons F’work Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q  Circus-‐Theater q  Adults q  Corporate Clients q  Family q  Children High Proﬁt Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT

71. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii Blue Ocean Strategy: Six Principles 1.  Reconstruct market bound-‐ aries (6 paths) 2.  Focus on big picture (4 steps) 3.  Reach beyond exis<ng demand 4.  Get the strategic sequence right 5.  Overcome key org. hurdles 6.  Build execu<on into strategy Four AcHons F’work Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q  Circus-‐Theater q  Ticket Oﬃce q  Face-‐to-‐Face q  Radio q  TV; Other Media q  Newspapers q  Fringe FesHvals q  Adults q  Corporate Clients q  Family q  Children High Proﬁt Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT

72. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii 1 3 5 7 9 i ii iii iv v vi vii viii Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q  Circus-‐Theater q  Ticket Oﬃce q  Face-‐to-‐Face q  Radio q  TV; Other Media q  Newspapers q  Fringe FesHvals q  Adults q  Corporate Clients q  Family q  Children High Proﬁt Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT

73. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners BOS: Six Principles Four AcHons F’work q  E: Eliminate Star Performers/ Animal Shows/ Aisle Concessions/ MulZple Arenas q  R: Reduce Fun & Humor/Thrill & Danger q  I: Increase Unique Venue q  C: Create Theme/ Music & Dance/ MulZple Prodn Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii 1 3 5 7 9 i ii iii iv v vi vii viii Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q  Circus-‐Theater q  Ticket Oﬃce q  Face-‐to-‐Face q  Radio q  TV; Other Media q  Newspapers q  Fringe FesHvals q  Adults q  Corporate Clients q  Family q  Children High Proﬁt Margin Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT

74. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners BOS: Six Principles Four AcHons F’work q  E: Eliminate Star Performers/ Animal Shows/ Aisle Concessions/ MulZple Arenas q  R: Reduce Fun & Humor/Thrill & Danger q  I: Increase Unique Venue q  C: Create Theme/ Music & Dance/ MulZple Prodn Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii 1 3 5 7 9 i ii iii iv v vi vii viii Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q  Circus-‐Theater q  Employees q  FaciliHes/ Equipment/Rent q  MarkeHng & Sales q  Ticket Oﬃce q  Face-‐to-‐Face q  Radio q  TV; Other Media q  Newspapers q  Fringe FesHvals q  Adults q  Corporate Clients q  Family q  Children High Proﬁt Margin q  Ticket Sale (Premium) Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT

75. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii 1 3 5 7 9 i ii iii iv v vi vii viii Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q  Circus-‐Theater q  Adults q  Corporate Clients q  Family q  Children q  Ticket Oﬃce q  Face-‐to-‐Face q  Radio q  TV; Other Media q  Newspapers q  Fringe FesHvals q  Employees q  FaciliHes/ Equipment/Rent q  MarkeHng & Sales BOS: Six Principles Four AcHons F’work q  E: Eliminate Star Performers/ Animal Shows/ Aisle Concessions/ MulZple Arenas q  R: Reduce Fun & Humor/Thrill & Danger q  I: Increase Unique Venue q  C: Create Theme/ Music & Dance/ MulZple Prodn High Proﬁt Margin q  Ticket Sale (Premium) Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT

76. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Inputs/ Partners Channels & RelaTon-‐ ships Product/ Service COST (STRUCTURE) REVENUE (STREAMS) Price Star Performers Concessions MulZple Arenas Fun & Humor Thrill & Danger Unique Venue Theme/ Music & Dance/… 1 3 5 7 9 i ii iii iv v vi vii viii 1 3 5 7 9 i ii iii iv v vi vii viii Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q  Circus-‐Theater q  Adults q  Corporate Clients q  Family q  Children q  Ticket Oﬃce q  Face-‐to-‐Face q  Radio q  TV; Other Media q  Newspapers q  Fringe FesHvals q  Employees q  FaciliHes/ Equipment/Rent q  MarkeHng & Sales BOS: Six Principles Four AcHons F’work q  E: Eliminate Star Performers/ Animal Shows/ Aisle Concessions/ MulZple Arenas q  R: Reduce Fun & Humor/Thrill & Danger q  I: Increase Unique Venue q  C: Create Theme/ Music & Dance/ MulZple Prodn High Proﬁt Margin q  Ticket Sale (Premium) Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT

77. #BMYacht. Dr. Rod King. rodkuhnhking@gmail.com & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing Problem Pain: (Un)Known RED OCEAN BLUE OCEAN SoluTon Gain: (Un)Known Customer Segments Processes/ AcTviTes Internal Resources Channels & RelaTon-‐ ships Product/ Service 1 3 5 7 9 i ii iii iv v vi vii viii COST (STRUCTURE) REVENUE (STREAMS) Value Engine: Value InnovaZon-‐focus (ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy q  Employees q  Brand/Culture q  FaciliHes/ Equipment/ MulHple ProducHons q  Circus-‐Theater Entertainment q  ArHsHc Show q  Circus-‐Theater q  Employees q  FaciliHes/ Equipment/Rent q  MarkeHng & Sales q  Agents for ArHsts q  Suppliers q  Ticket Oﬃce q  Face-‐to-‐Face q  Radio q  TV; Other Media q  Newspapers q  Fringe FesHvals q  Adults q  Corporate Clients q  Family q  Children High Proﬁt Margin q  Ticket Sale (Premium) Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5 Dynamic Strategy Canvas (“To Be”) Decision-‐Making Dashboard (To Do/Vision) (Done) (Doing) PROFIT

The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY PROFIT

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The Red Ocean Disruption (ROD) Stack for Blue Ocean Strategists and Lean Startups: THINK DIFFERENT AND MAKE EXTRAORDINARY PROFIT

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