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THE	
  3-­‐ACT	
  BUSINESS	
  MODEL	
  STORYBOARD	
  
	
  A	
  Visual	
  Toolkit	
  for	
  Quickly	
  and	
  Cheaply	
  Tes8ng	
  Whether	
  Your	
  Business	
  Idea	
  is	
  Viable	
  
	
  
	
  
	
  
	
  
Dr.	
  Rod	
  King	
  
	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
The	
  Core	
  Job-­‐To-­‐Get-­‐Done	
  of	
  	
  
	
  
A	
  Business	
  Startup	
  
	
  
Is	
  
	
  
To	
  Efficiently	
  Discover	
  and	
  Launch	
  
	
  
A	
  Scalable	
  Profit	
  Model	
  
	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
“Profit	
  is	
  the	
  Oxygen	
  of	
  a	
  Business”	
  
	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
How	
  Can	
  We	
  
Quickly	
  and	
  Inexpensively	
  Test	
  
The	
  Viability	
  (Profitability)	
  of	
  	
  
A	
  Business	
  Idea?	
  
	
  
Never	
  Start	
  a	
  Project	
  
Using	
  
The	
  TradiVonal	
  Business	
  Plan,	
  	
  
Lean	
  Startup	
  Method,	
  	
  
and	
  	
  
Customer	
  Development	
  Stack	
  
To	
  Test	
  
The	
  Viability	
  (Profitability)	
  of	
  
A	
  Business	
  Idea	
  
WHAT	
  DO	
  THE	
  FOLLOWING	
  APPROACHES	
  HAVE	
  IN	
  COMMON:	
  
Tradi'onal	
  Business	
  Plan,	
  Lean	
  Startup	
  Method,	
  and	
  Customer	
  Development	
  Stack?	
  
q  The	
  approaches	
  of	
  the	
  tradi8onal	
  business	
  plan,	
  Lean	
  Startup	
  method,	
  and	
  Customer	
  Development	
  Stack	
  are	
  
8me-­‐consuming	
  and	
  expensive	
  for	
  tes8ng	
  the	
  profitability	
  of	
  dream	
  business	
  ideas	
  
q  “Profit	
  Model”	
  is	
  not	
  the	
  unit	
  of	
  analysis	
  or	
  unit	
  of	
  learning	
  in	
  the	
  approaches	
  of	
  the	
  tradi8onal	
  business	
  plan,	
  
Lean	
  Startup	
  method,	
  and	
  Customer	
  Development	
  Stack	
  
q  The	
  approaches	
  of	
  the	
  tradi8onal	
  business	
  plan,	
  Lean	
  Startup	
  method,	
  and	
  Customer	
  Development	
  Stack	
  
ini8ally	
  ignore	
  profitability:	
  they	
  do	
  NOT	
  begin	
  with	
  the	
  end	
  in	
  mind,	
  that	
  is,	
  with	
  profitability	
  or	
  analogs/
an8logs	
  of	
  a	
  sustainable	
  profit	
  model.	
  The	
  approaches	
  take	
  a	
  worm’s	
  eye	
  view	
  of	
  a	
  project	
  	
  
q  Each	
  approach	
  is	
  wasteful:	
  it	
  spends	
  a	
  lot	
  of	
  8me/money	
  in	
  implicitly	
  defining	
  a	
  profit	
  model	
  and	
  does	
  not	
  
make	
  use	
  of	
  archetypal	
  profit	
  models	
  as	
  well	
  as	
  proven	
  profitable	
  paXerns	
  for	
  business	
  models	
  
q  Rela8vely	
  lot	
  of	
  8me/money	
  is	
  spent	
  to	
  find	
  out	
  what	
  a	
  profitable	
  model	
  looks	
  like	
  when	
  using	
  the	
  tradi8onal	
  
business	
  plan,	
  Lean	
  Startup,	
  and	
  Customer	
  Development	
  Stack	
  
q  Many	
  vague,	
  weak,	
  or	
  non-­‐quan8ta8ve	
  hypotheses	
  are	
  generated	
  when	
  using	
  the	
  tradi8onal	
  business	
  	
  plan,	
  
Lean	
  Startup,	
  and	
  Customer	
  Development	
  Stack	
  so	
  that	
  hypothesis	
  tes8ng	
  is	
  haphazard	
  
q  The	
  approaches	
  do	
  not	
  feature	
  a	
  Revenue	
  Lifecycle	
  Profile	
  for	
  a	
  Product/Service	
  so	
  that	
  it	
  is	
  not	
  clear	
  when	
  
and	
  how	
  the	
  product/business	
  intends	
  to	
  generate	
  revenue	
  
q  The	
  methodologies	
  of	
  the	
  tradi8onal	
  business	
  plan,	
  Lean	
  Startup,	
  and	
  Customer	
  Development	
  Stack	
  are	
  
weakly	
  integrated	
  with	
  the	
  body	
  of	
  knowledge	
  in	
  Strategic	
  Management,	
  Innova8on,	
  and	
  Project	
  
Management.	
  These	
  methodologies	
  cannot	
  adequately	
  model	
  or	
  explain	
  factual	
  business	
  success	
  or	
  failure	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
Disrup'on	
  Spot	
  
Luxury	
  Spot	
  
Strategic	
  
Choice	
  
TradiVonal	
  Business	
  Plan	
  
	
  
	
  
	
  
Business	
  Model	
  Canvas/
Customer	
  Development	
  
Stack	
  
q 3-­‐Act	
  Business	
  Model	
  
q Discovery-­‐Driven	
  
Growth	
  (DDG)	
  
Strategic	
  Management/	
  
Strategic	
  Plan/	
  
Balanced	
  Scorecard	
  
Lean	
  Startup	
  Method/	
  
Lean	
  Canvas	
  
OVERVIEW	
  OF	
  TOOLS	
  FOR	
  DREAM	
  VIABILITY	
  TESTING	
  (DVT)	
  
Trade-­‐off	
  Map	
  of	
  Cost	
  vs.	
  Effec'veness	
  
	
  
(-­‐):	
  PAIN:	
  Time	
  (Cost;	
  Risk)	
  
(+):	
  DELIGHT:	
  
Effec8veness	
  
Key	
  
Profitable	
  Tool	
  
	
  
Unprofitable	
  Tool	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hXp://businessmodels.ning.com	
  &	
  hXp://twiXer.com/RodKuhnKing	
  
Market	
  Segment	
  (Job-­‐To-­‐Get-­‐Done/Goal;	
  Product/Tool):	
  Test	
  Viability	
  of	
  
Business	
  Idea	
  (Project/Business	
  Model)	
  
“Insane”	
  Happiness	
  (Value)	
  
Ideal	
  Final	
  Result	
  (IFR)	
  
Infinite	
  Shared	
  Happiness	
  
“Invisible	
  Hand”	
  
	
  
The	
  3-­‐Act	
  Business	
  Model	
  Storyboard	
  	
  
Eliminate	
  the	
  Complexity	
  and	
  Waste	
  of	
  	
  
The	
  Tradi8onal	
  Business	
  Plan,	
  Lean	
  Startup	
  Method,	
  and	
  Customer	
  Development	
  Stack	
  
3	
  STEPS	
  FOR	
  THE	
  3-­‐ACT	
  BUSINESS	
  MODEL	
  STORYBOARD	
  
Quick	
  and	
  Inexpensive	
  Heuris'c	
  for	
  Pregnant	
  Idea	
  Tes'ng	
  and	
  Execu'on	
  
q  First,	
  Visualize	
  the	
  Desired	
  Profitability	
  of	
  Your	
  Business	
  Model.	
  
	
  
q  Then,	
  Analyze,	
  Design,	
  and	
  Test	
  Your	
  Value	
  ProposiVon	
  Model.	
  
q  Finally,	
  Launch	
  and	
  Manage	
  Story	
  of	
  a	
  Scalable	
  Value	
  CreaVon	
  Model.	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
Start	
  with	
  the	
  End	
  
In	
  Mind	
  
Past	
  Reality	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
Present	
  Reality	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
Future	
  Reality	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
WHY	
  pivot?	
  
3-­‐Act	
  Business	
  Model	
  (3BM)	
  Plan	
  
	
  
Why	
  Pivot?	
  
Past	
  Reality	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
Present	
  Reality	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
Future	
  Reality	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
3-­‐Act	
  Business	
  Model	
  (3BM)	
  Plan	
  
	
  
4	
  Pivot	
  Ques'ons	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
Strategy	
  
Short/Medium/Long-­‐term	
  
WHAT	
  to	
  pivot?	
   TO	
  WHAT	
  to	
  pivot?	
  
WHY	
  pivot?	
  
HOW	
  to	
  pivot?	
  
ENVIRONMENT	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
3-­‐Act	
  Business	
  Model	
  
Create	
  Value	
   Deliver	
  Value	
   Share	
  (Capture)	
  Value	
  
Bird’s	
  Eye	
  View	
  
CORE	
  JOBS:	
  
HOW?	
   WHAT?	
   WHY?	
  
VALUE	
  
CREATION	
  
MODEL	
  
VALUE	
  
PROPOSITION	
  
MODEL	
  
VALUE	
  SHARING	
  
(PROFIT)	
  
MODEL	
  
Innovator’s	
  
Perspec8ve	
  
Marketer’s	
  
Perspec8ve	
  
Investor’s	
  
Perspec8ve	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
VALUE	
  CREATION	
  
MODEL	
  
VALUE	
  PROPOSITION	
  
MODEL	
  
PROFIT	
  
MODEL	
  
ENVIRONMENT	
  
	
  3-­‐ACT	
  BUSINESS	
  MODEL	
  
	
  
3-­‐ACT	
  BUSINESS	
  MODEL	
  STORYBOARD	
  
	
  First,	
  Visualize	
  the	
  Desired	
  Profitability	
  of	
  Your	
  Business	
  Model	
  
Bird’s	
  Eye	
  View	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
VALUE	
  CREATION	
  
MODEL	
  
VALUE	
  PROPOSITION	
  
MODEL	
  
PROFIT	
  
MODEL	
  
	
  
3-­‐ACT	
  BUSINESS	
  MODEL	
  STORYBOARD	
  
	
  First,	
  Visualize	
  the	
  Desired	
  Profitability	
  of	
  Your	
  Business	
  Model	
  
W:	
  WEAKNESSES	
  (-­‐)	
  
	
  S:	
  STRENGTHS	
  (+)	
  
O:	
  OPPORTUNITIES	
  (+)	
  
T:	
  THREATS	
  (-­‐)	
  
(Value	
  &	
  SWOT	
  Analysis)	
  
	
  3-­‐ACT	
  BUSINESS	
  MODEL	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
VALUE	
  CREATION	
  
MODEL	
  
VALUE	
  PROPOSITION	
  
MODEL	
  
PROFIT	
  
MODEL	
  
	
  
3-­‐ACT	
  BUSINESS	
  MODEL	
  STORYBOARD	
  
	
  First,	
  Visualize	
  the	
  Desired	
  Profitability	
  of	
  Your	
  Business	
  Model	
  
(“E.R.I.C.”	
  Value	
  Innova'on	
  Tac'cs)	
  
E:	
  Eliminate	
  
	
  I:	
  Increase	
  
C:	
  Create	
  
R:	
  Reduce	
  
	
  3-­‐ACT	
  BUSINESS	
  MODEL	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
VALUE	
  CREATION	
  
MODEL	
  
VALUE	
  PROPOSITION	
  
MODEL	
  
Inputs/Partners	
  
	
  
	
  
	
  
	
  
Internal	
  Resources	
  
	
  
	
  
	
  
	
  
Processes/AcVviVes	
  
	
  
	
  
	
  
	
  
Product/Value	
  ProposiVon	
  
	
  
	
  
	
  
	
  
Channels	
  &	
  RelaVonships	
  
	
  
	
  
	
  
	
  
Customer/Job-­‐To-­‐Get-­‐Done	
  
	
  
	
  
	
  
	
  
Cost:	
  (Structure/Metrics)	
  
	
  
	
  
	
  
	
  
Revenue:	
  (Streams/Metrics)	
  
	
  
	
  
	
  
	
  
PROFIT	
  
	
  
	
  
	
  
	
  
	
  3-­‐ACT	
  BUSINESS	
  MODEL	
  
PROFIT	
  
MODEL	
  
Dream	
  Viability	
  Tes8ng	
  (DVT):	
  
First,	
  Visualize	
  the	
  Desired	
  
Profitability	
  of	
  Your	
  Business	
  Model	
  
Worm’s	
  Eye	
  View	
  
(Each	
  sub-­‐model	
  consists	
  of	
  3	
  panels)	
  	
  
Disrup'on	
  Spot	
  
Luxury	
  Spot	
  
Strategic	
  
Choice	
  
Samson	
  
Strategy	
  
Delilah	
  
Strategy	
  
Goliath	
  
Strategy	
  
David	
  
Strategy	
  
4	
  GENERIC	
  WINNING	
  STRATEGIES	
  AND	
  VALUE	
  PROPOSITIONS	
  
Trade-­‐off	
  Map	
  of	
  Weakness	
  vs.	
  Strength	
  
	
  
(-­‐):	
  PAIN:	
  Weakness	
  (e.g.,	
  Size)	
  
(+):	
  DELIGHT:	
  
Strength	
  
Key	
  
Winning	
  Strategy	
  
	
  
Losing	
  Strategy	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hXp://businessmodels.ning.com	
  &	
  hXp://twiXer.com/RodKuhnKing	
  
Market	
  Segment	
  (Job-­‐To-­‐Get-­‐Done/Goal;	
  Product/Tool):	
  ………………..…..……..…….
…………	
  ……………………………………………………………………….…………….………….……………….	
  
“Insane”	
  Happiness	
  (Value)	
  
Ideal	
  Final	
  Result	
  (IFR)	
  
Infinite	
  Shared	
  Happiness	
  
“Invisible	
  Hand”	
  
	
  
Disrup'on	
  Spot	
  
Luxury	
  Spot	
  
Strategic	
  
Choice	
  
Sweet	
  Spot	
  
Profit	
  Model/	
  
Strategy/	
  
Value	
  Proposi'on	
  
Blue	
  Ocean	
  
Profit	
  Model/	
  
Strategy/	
  
Value	
  Proposi'on	
  
Luxury	
  Spot	
  
(“Differen'a'on”)	
  
Profit	
  Model/	
  
Strategy/	
  
Value	
  Proposi'on	
  
DisrupVon	
  Spot/Lean	
  
(“Low	
  Cost”)	
  
Profit	
  Model/	
  
Strategy/	
  
Value	
  Proposi'on	
  
4	
  GENERIC	
  PROFIT	
  MODELS,	
  WINNING	
  STRATEGIES,	
  AND	
  VALUE	
  PROPOSITIONS	
  
Trade-­‐off	
  Map	
  of	
  Cost	
  vs.	
  Revenue	
  
	
  
(-­‐):	
  PAIN:	
  Cost	
  
(+):	
  DELIGHT:	
  
Revenue	
  
Key	
  
Profitable	
  Model	
  
	
  
Unprofitable	
  Model	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hXp://businessmodels.ning.com	
  &	
  hXp://twiXer.com/RodKuhnKing	
  
Market	
  Segment	
  (Job-­‐To-­‐Get-­‐Done/Goal;	
  Product/Tool):	
  ………………..…..……..…….
…………	
  ……………………………………………………………………….…………….………….……………….	
  
“Insane”	
  Happiness	
  (Value)	
  
Ideal	
  Final	
  Result	
  (IFR)	
  
Infinite	
  Shared	
  Happiness	
  
“Invisible	
  Hand”	
  
	
  
Disrup'on	
  Spot	
  
Luxury	
  Spot	
  
Strategic	
  
Choice	
  
Sweet	
  Spot	
  
Customer	
  Experience	
  
Blue	
  Ocean	
  
Customer	
  Experience	
  
Luxury	
  Spot	
  
Customer	
  Experience	
  
DisrupVon	
  Spot/Lean	
  
Customer	
  Experience	
  
CUSTOMER	
  EXPERIENCE,	
  VALUE	
  PROPOSITION,	
  JOB-­‐TO-­‐GET-­‐DONE,	
  AND	
  (VALUE)	
  FACTORS	
  
Trade-­‐off	
  Map	
  of	
  Customer	
  Pain	
  vs.	
  Customer	
  Delight	
  
	
  
(-­‐):	
  PAIN:	
  Cost;	
  Size;	
  Complexity;	
  Inaccessibility;	
  Delay	
  
(+):	
  DELIGHT:	
  
	
  
Func'onality;	
  
Performance;	
  
Quality;	
  
Brand;	
  
Customiza'on	
  
Key	
  
Valuable	
  Experience	
  
	
  
Non-­‐valuable	
  Experience	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hXp://businessmodels.ning.com	
  &	
  hXp://twiXer.com/RodKuhnKing	
  
Market	
  Segment	
  (Job-­‐To-­‐Get-­‐Done/Goal;	
  Product/Tool):	
  Entertainment	
  Industry	
  
(Music):	
  Listen	
  to	
  music	
  
“Insane”	
  Happiness	
  (Value)	
  
Ideal	
  Final	
  Result	
  (IFR)	
  
Infinite	
  Shared	
  Happiness	
  
“Invisible	
  Hand”	
  
	
  
AGRICULTURE	
  &	
  MINING	
  Industry	
   SERVICE	
  Industry	
  
INFRASTRUCTURE/PLATFORM	
  Management	
  
MANUFACTURING	
  Industry	
  
	
  	
  	
  	
  PROFIT	
  MODELS:	
  STRATEGIES,	
  TACTICS,	
  AND	
  PATTERNS	
  
	
  	
  	
  How	
  Businesses	
  Really	
  Make	
  Money	
  and	
  Win	
  Business	
  Model	
  Compe88ons	
  in	
  the	
  Imita8on	
  Economy	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hXp://businessmodels.ning.com	
  &	
  hXp://twiXer.com/RodKuhnKing	
  
q Asset	
  Sale	
  
q Long	
  Tail	
   q Open	
  Source	
  Collabora'on	
  
q Dona'on	
   q So`ware	
  as	
  a	
  Service	
  
q Two-­‐sided	
  Market	
  
q Asset	
  Sale	
  
q Razor	
  Blade	
  (Bait	
  &	
  Switch)	
  
q Subscrip'on	
  Fee	
  	
  
q Crowdsourcing	
  
q Lending/Ren'ng/Leasing	
  
q Licensing	
  
q Licensing	
  
q Brokerage	
  
q Usage	
  Fee	
  
q Asset	
  Sale	
  
q Adver'sing	
  
q Co-­‐crea'on	
  
q Usage	
  Fee	
  
q Mul'-­‐sided	
  Market	
  Placorm	
  
q Ad	
  Network	
  
q Outsourcing	
  
q Ecosystem	
  Management	
  
q Direct	
  Sale	
   q Indirect	
  Sale	
  
q Offline	
  
q Online	
  
q Discount	
  
q Tiered	
  Payment	
  
q Auc'on	
  
q Facilitated	
  Network	
  
q Brand	
  Mul'plier	
  
q Reverse	
  Auc'on	
  
q Customiza'on	
  
q Cross-­‐subsidiza'on	
  q Franchise	
  
q Product	
  Leadership	
  
q Automa'on	
  (Self-­‐service)	
  
q Gamifica'on	
  
q B2C	
   q B2B	
  
q Pre-­‐Payment	
  
q Fair	
  
	
  	
  	
  	
  	
  Pricing	
  
q Community	
  (Hub)	
  
q On	
  Demand	
  
q DIY	
  
q Unbundling	
   q Unbundling	
  
q Bundling	
   q Free	
  
GENERIC	
  PROFIT	
  MODELS	
  	
  	
  	
  
q P2P	
  Placorm	
  
q Landlord	
  
q Leasing	
  
q 2nd	
  Hand	
  
q  Luxury	
  Spot	
  
	
  	
  	
  	
  	
  	
  	
  (Differen'a'on)	
  
q  Disrup'on	
  Spot	
  
	
  	
  	
  	
  	
  	
  	
  	
  (Low	
  Cost;	
  Lean)	
  
q  Blue	
  Ocean	
  
	
  	
  	
  	
  	
  	
  	
  	
  (Value	
  Innova'on)	
  
q Creator	
  
q Distributor	
   q Broker	
  
q  Sweet	
  Spot	
  
q Product	
  Extension	
  
q Opera'onal	
  Excellence	
  
q Frac'onaliza'on	
  
q Customer	
  In'macy	
   q Affiliates	
  
What	
  industry	
  is	
  the	
  business	
  (or	
  customer)	
  in?	
  
Who	
  is	
  the	
  customer-­‐protagonist	
  (most	
  dissa'sfied)?	
  
What	
  is	
  the	
  customer	
  Job-­‐To-­‐Get-­‐Done?	
  
What	
  is	
  the	
  profit	
  model	
  of	
  the	
  business	
  (customer)?	
  
What	
  are	
  analogs	
  and	
  an'logs	
  of	
  the	
  profit	
  model?	
  
q Shared	
  Value	
  
Case	
  Study	
  on	
  	
  
The	
  3-­‐Act	
  Business	
  Model	
  Storyboard	
  
An'que	
  Toy	
  Store	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
How	
  a	
  New	
  An8que	
  Toy	
  Store	
  Owner	
  Made	
  
An	
  Annual	
  Profit	
  of	
  $250,000	
  
	
  
Generate	
  and	
  Test	
  	
  
	
  
QuanVfiable	
  Hypotheses	
  (AssumpVons)	
  
	
  
That	
  Are	
  Based	
  
	
  
On	
  
	
  
Generic	
  Profitable	
  Models	
  
Past	
  Reality	
  
Business	
  Profit	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
Present	
  Reality	
  
Business	
  Profit	
  
	
  
	
  
	
  
	
  
	
  
	
  
Future	
  Reality	
  
Business	
  Profit	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
3-­‐Act	
  Business	
  Model	
  (3BM)	
  Plan	
  for	
  AnVque	
  Toy	
  Store	
  
	
  
4	
  Pivot	
  Ques'ons	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
Strategy	
  
Short/Medium/Long-­‐term	
  
WHAT	
  to	
  pivot?	
   TO	
  WHAT	
  to	
  pivot?	
  
WHY	
  pivot?	
  
HOW	
  to	
  pivot?	
  
Past	
  Reality	
  
Business	
  Profit	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
Present	
  Reality	
  
Business	
  Profit	
  
	
  
	
  
	
  
	
  
	
  
	
  
Future	
  Reality	
  
Business	
  Profit	
  
	
  
(Desired	
  Annual	
  Profit:	
  
$250,000)	
  
	
  
	
  
	
  
	
  
	
  
Business	
  
Model	
  
(3-­‐Act)	
  
Business	
  
Model	
  
(3-­‐Act)	
  
Business	
  
Model	
  
(3-­‐Act)	
  
Industry	
  
Ecosystem	
  
Market	
  
Ecosystem	
  
Business	
  Model	
  
(3-­‐Act)	
  
Macro-­‐Economic	
  Influencers	
  
Key	
  Trends	
  &	
  Complementors	
  
AnVque	
  Toy	
  Store’s	
  	
  
Mission/Vision/
Purpose/Ideals/	
  
Ideal	
  Final	
  Result	
  
For	
  
Business	
  
Profit	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
Strategy	
  
Short/Medium/Long-­‐term	
  
3-­‐Act	
  Business	
  Model	
  (3BM)	
  Plan	
  for	
  AnVque	
  Toy	
  Store	
  
	
  
4	
  Pivot	
  Ques'ons	
  
Disrup'on	
  Spot	
  
Luxury	
  Spot	
  
Strategic	
  
Choice	
  
Sweet	
  Spot	
  
Profit	
  Model/	
  
Strategy/	
  
Value	
  Proposi'on	
  
Blue	
  Ocean	
  
Profit	
  Model/	
  
Strategy/	
  
Value	
  Proposi'on	
  
Luxury	
  Spot	
  
(“Differen'a'on”)	
  
Profit	
  Model/	
  
Strategy/	
  
Value	
  Proposi'on	
  
DisrupVon	
  Spot/Lean	
  
(“Low	
  Cost”)	
  
Profit	
  Model/	
  
Strategy/	
  
Value	
  Proposi'on	
  
4	
  GENERIC	
  PROFIT	
  MODELS,	
  WINNING	
  STRATEGIES,	
  AND	
  VALUE	
  PROPOSITIONS	
  FOR	
  ANTIQUE	
  TOY	
  STORE	
  
Trade-­‐off	
  Map	
  of	
  Cost	
  vs.	
  Revenue	
  
	
  
(-­‐):	
  PAIN:	
  Cost	
  
(+):	
  DELIGHT:	
  
Revenue	
  
Key	
  
Profitable	
  Model	
  
	
  
Unprofitable	
  Model	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hXp://businessmodels.ning.com	
  &	
  hXp://twiXer.com/RodKuhnKing	
  
Market	
  Segment	
  (Job-­‐To-­‐Get-­‐Done/Goal;	
  Product/Tool):	
  Have	
  fun/entertainment	
  
ü  	
  	
  
“Insane”	
  Happiness	
  (Value)	
  
Ideal	
  Final	
  Result	
  (IFR)	
  
Infinite	
  Shared	
  Happiness	
  
“Invisible	
  Hand”	
  
	
  
Disrup'on	
  Spot	
  
Luxury	
  Spot	
  
Strategic	
  
Choice	
  
Sweet	
  Spot	
  
Customer	
  Experience	
  
Blue	
  Ocean	
  
Customer	
  Experience	
  
Luxury	
  Spot	
  
Customer	
  Experience	
  
DisrupVon	
  Spot/Lean	
  
Customer	
  Experience	
  
SCENARIOS	
  OF	
  CUSTOMER	
  EXPERIENCE	
  AND	
  (VALUE)	
  FACTORS	
  FOR	
  ANTIQUE	
  TOY	
  STORE	
  
Trade-­‐off	
  Map	
  of	
  Customer	
  Pain	
  vs.	
  Customer	
  Delight	
  
	
  
(-­‐):	
  PAIN:	
  Cost;	
  Size;	
  Complexity;	
  Inaccessibility;	
  Delay	
  
(+):	
  DELIGHT:	
  
	
  
Func'onality;	
  
Performance;	
  
Quality;	
  
Brand;	
  
Customiza'on	
  
Key	
  
Valuable	
  Experience	
  
	
  
Non-­‐valuable	
  Experience	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hXp://businessmodels.ning.com	
  &	
  hXp://twiXer.com/RodKuhnKing	
  
“Insane”	
  Happiness	
  (Value)	
  
Ideal	
  Final	
  Result	
  (IFR)	
  
Infinite	
  Shared	
  Happiness	
  
“Invisible	
  Hand”	
  
	
  
Market	
  Segment	
  (Job-­‐To-­‐Get-­‐Done/Goal;	
  Product/Tool):	
  Have	
  fun/entertainment	
  
ENVIRONMENT	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
3-­‐Act	
  Business	
  Model	
  for	
  AnVque	
  Toy	
  Store	
  
Bird’s	
  Eye	
  View	
  
Create	
  Value	
   Deliver	
  Value	
   Share	
  (Capture)	
  Value	
  CORE	
  JOBS:	
  
SATISFY	
  DEMAND	
   CREATE	
  DEMAND	
   GENERATE	
  PROFIT	
  
VALUE	
  
CREATION	
  
MODEL	
  
VALUE	
  
PROPOSITION	
  
MODEL	
  (ARENA)	
  
VALUE	
  SHARING	
  
(PROFIT)	
  
MODEL	
  
Innovator’s	
  
Perspec8ve	
  
Marketer’s	
  
Perspec8ve	
  
Investor’s	
  
Perspec8ve	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
VALUE	
  CREATION	
  
MODEL	
  
VALUE	
  PROPOSITION	
  
MODEL	
  (ARENA)	
  
Inputs/Partners	
  
	
  
	
  
	
  
	
  
Internal	
  Resources	
  
Annual	
  Salary	
  of	
  2	
  Employees	
  =	
  	
  
2	
  ($8/hr	
  x	
  40x52)	
  =	
  $33,280	
  
Rent	
  =	
  $30	
  per	
  sq	
  o;	
  3,100	
  sq	
  o	
  
Total	
  Rent	
  =	
  30x3,100	
  =	
  $93,000	
  
Inv.	
  =	
  10%	
  of	
  Sales	
  =$50,000	
  
Processes/AcVviVes	
  
	
  
	
  
	
  
	
  
Product/Value	
  ProposiVon	
  
q “An8que”	
  Toys:	
  
Average	
  price	
  per	
  toy:	
  $25	
  
Annual	
  no.	
  of	
  toys	
  to	
  be	
  sold	
  =	
  
Sale/Price	
  per	
  item	
  =	
  500,000/25	
  =	
  
20,000	
  
Channels	
  &	
  RelaVonships	
  
Adver8sing	
  per	
  Sale	
  of	
  Toy=	
  $3	
  
-­‐>	
  Total	
  Adver8sing	
  =	
  	
  
Annual	
  no.	
  of	
  sale	
  x	
  Ad	
  per	
  sale	
  =	
  
10,000x3	
  =	
  $30,000	
  
	
  
Customer/Job-­‐To-­‐Get-­‐Done	
  
q Kids	
  (Parent/Family)	
  who	
  want	
  
non-­‐electronic	
  entertainment	
  
Average	
  no.	
  of	
  items	
  per	
  sale	
  =	
  2	
  
Annual	
  no.	
  of	
  sales	
  =	
  20,000/2	
  =	
  
10,000	
  (Monthly	
  sale	
  =	
  833	
  toys)	
  
Cost	
  (Pain)	
  
Annual	
  Allowable	
  Cost	
  
=	
  Sale	
  –	
  Profit	
  
=	
  $500,000	
  -­‐	
  $250,000	
  
=	
  $250,000	
  (incl.	
  con8ngencies)	
  
	
  
Revenue	
  (Delight)	
  
Annual	
  Return	
  On	
  Sale	
  =	
  50%	
  =	
  
Profit/Sale	
  
-­‐>	
  Sale	
  (Revenue)	
  =	
  Profit/0.50	
  
=	
  250,000/0.50	
  =	
  $500,000	
  
(Pricing:	
  $25	
  per	
  item)	
  
PROFIT	
  (VALUE)	
  
Desired	
  Annual	
  Profit	
  =	
  
$250,000	
  
	
  
Desired	
  Profit	
  Margin	
  =	
  50%	
  
	
  
3-­‐ACT	
  BUSINESS	
  MODEL	
  
For	
  ANTIQUE	
  TOY	
  STORE	
  
PROFIT	
  
MODEL	
  
Dream	
  Viability	
  Tes8ng	
  (DVT):	
  
First,	
  Visualize	
  the	
  Desired	
  
Profitability	
  of	
  Your	
  Business	
  Model	
  
Source	
  of	
  Informa8on:	
  McGrath,	
  R.G.;	
  MacMillan,	
  I.C.	
  (2009)	
  Discovery-­‐Driven	
  Growth.	
  MassachuseXs:	
  Harvard	
  Business	
  Press.	
  
“Reverse	
  Income	
  Statement”	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
Inputs/Partners	
  
q Famous	
  Railroad	
  Museum	
  
(nearby	
  proposed	
  store)	
  
q Old	
  fashioned	
  toys	
  
	
  
Internal	
  Resources	
  
q Employees/Team	
  
q Store	
  Facility	
  
q Office	
  Equipment/Supplies	
  
q Culture/Brand	
  
Processes/AcVviVes	
  
q Discover	
  
q Plan	
  
q Build	
  
q Measure	
  
q Learn	
  
Product/Value	
  ProposiVon	
  
q “An8que”	
  Toys:	
  old	
  fashioned	
  
toys	
  like	
  model	
  trains	
  and	
  board	
  
game	
  
q Play	
  with	
  unique	
  toys	
  back	
  in	
  
'me	
  
Channels	
  &	
  RelaVonships	
  
q Offline	
  
q In-­‐store	
  Purchases	
  
	
  
Customer/Job-­‐To-­‐Get-­‐Done	
  
q Kids	
  (Parent/Family)	
  
q Have	
  fun	
  playing	
  with	
  non-­‐
electronic	
  toys:	
  unique	
  old	
  
fashioned	
  toys	
  
Cost	
  (Pain)	
  
High	
  Cost	
  
q Salary	
  of	
  Employees	
  
q Rent;	
  Inventory	
  
q Office	
  Supplies;	
  U8li8es	
  
q Marke8ng/Adver8sing	
  
Revenue	
  (Delight)	
  
High	
  Revenue	
  
q Asset	
  Sale	
  
•  Engagement	
  
•  Acquisi'on;	
  Ac'va'on	
  
•  Reten'on;	
  Referral;	
  Revenue	
  
PROFIT	
  (VALUE)	
  
q High	
  Profit	
  Margin	
  
	
  
	
  
	
  
Dream	
  Viability	
  Tes8ng	
  (DVT):	
  
Then,	
  Design	
  and	
  Test	
  
Your	
  Value	
  Proposi'on	
  Model	
  
Source	
  of	
  Informa8on:	
  McGrath,	
  R.G.;	
  MacMillan,	
  I.C.	
  (2009)	
  Discovery-­‐Driven	
  Growth.	
  MassachuseXs:	
  Harvard	
  Business	
  Press.	
  
Business	
  Model	
  Resources	
  
(Hypotheses)	
  
VALUE	
  CREATION	
  
MODEL	
  
VALUE	
  PROPOSITION	
  
MODEL	
  (ARENA)	
  
PROFIT	
  
MODEL	
  
3-­‐ACT	
  BUSINESS	
  MODEL	
  
For	
  ANTIQUE	
  TOY	
  STORE	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
VALUE	
  CREATION	
  
MODEL	
  
VALUE	
  PROPOSITION	
  
MODEL	
  (ARENA)	
  
PROFIT	
  
MODEL	
  
ENVIRONMENT	
  
Dream	
  Viability	
  Tes8ng	
  (DVT):	
  Bird’s	
  Eye	
  View	
  
W:	
  WEAKNESSES	
  (-­‐)	
  
	
  S:	
  STRENGTHS	
  (+)	
  
O:	
  OPPORTUNITIES	
  (+)	
  
T:	
  THREATS	
  (-­‐)	
  
Value	
  &	
  SWOT	
  Analysis	
  
3-­‐ACT	
  BUSINESS	
  MODEL	
  
For	
  ANTIQUE	
  TOY	
  STORE	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
VALUE	
  CREATION	
  
MODEL	
  
VALUE	
  PROPOSITION	
  
MODEL	
  
PROFIT	
  
MODEL	
  
E:	
  Eliminate	
  
	
  I:	
  Increase	
  
C:	
  Create	
  
R:	
  Reduce	
  
“E.R.I.C.”	
  Value	
  Innova'on	
  Tac'cs	
  
3-­‐ACT	
  BUSINESS	
  MODEL	
  
For	
  ANTIQUE	
  TOY	
  STORE	
  
Dream	
  Viability	
  Tes8ng	
  (DVT):	
  Bird’s	
  Eye	
  View	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
VALUE	
  CREATION	
  
MODEL	
  
VALUE	
  PROPOSITION	
  
MODEL	
  (ARENA)	
  
Industry	
  Ecosystem	
  (IE):	
  Supply	
  
Market	
  Ecosystem	
  (ME):	
  Demand	
  
Key	
  Trends	
  &	
  Complementors	
  (KTC):	
  PESTLIED	
  (-­‐/+)	
  
Macro-­‐Economic	
  Influencers	
  (MEI):	
  Global	
  Economy	
  
PROFIT	
  
MODEL	
  
4	
  Global	
  Environment	
  Forces	
  for	
  External	
  Fitness	
  Analysis	
  
3-­‐ACT	
  BUSINESS	
  MODEL	
  
For	
  ANTIQUE	
  TOY	
  STORE	
  
Dream	
  Viability	
  Tes8ng	
  (DVT):	
  Bird’s	
  Eye	
  View	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
VALUE	
  CREATION	
  
MODEL	
  
VALUE	
  PROPOSITION	
  
MODEL	
  (ARENA)	
  
PROFIT	
  
MODEL	
  
Bargaining	
  Power	
  of	
  Suppliers	
  
Bargaining	
  Power	
  of	
  Customers	
  
Threat	
  of	
  New	
  Entrants	
  
Threat	
  of	
  SubsVtute	
  Products	
  or	
  Services	
  
Porter’s	
  5	
  Forces	
  for	
  Industry	
  Profitability	
  &	
  Fitness	
  Analysis	
  
3-­‐ACT	
  BUSINESS	
  MODEL	
  
For	
  ANTIQUE	
  TOY	
  STORE	
  
Dream	
  Viability	
  Tes8ng	
  (DVT):	
  Bird’s	
  Eye	
  View	
  
REVENUE	
  LIFECYCLE	
  PROFILE	
  (RLP)	
  -­‐	
  Simplified	
  Diagram	
  
First,	
  Visualize	
  the	
  Desired	
  Profitability	
  of	
  Your	
  Business	
  Model	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hXp://businessmodels.ning.com	
  &	
  hXp://twiXer.com/RodKuhnKing	
  
TIME	
  
	
  
REVENUE	
  
Birth	
  of	
  Idea/	
  
Prototyping/TesVng/	
  
Product-­‐Market	
  Fit	
  
(Agility)	
  
T1	
  
(Full	
  Product	
  
Launch)	
  
T2	
  
(Entry	
  of	
  	
  
Main	
  Compe'tor)	
  
T3	
  
(Compe''veness	
  
Erosion)	
  
Source	
  of	
  Informa8on:	
  McGrath,	
  R.G.;	
  MacMillan,	
  I.C.	
  (2009)	
  Discovery-­‐Driven	
  Growth.	
  MassachuseXs:	
  Harvard	
  Business	
  Press.	
  
Blank,	
  S.;	
  Dorf,	
  B.	
  (2012)	
  The	
  Startup	
  Owner’s	
  Manual.	
  California:	
  K	
  &	
  S	
  Ranch,	
  Inc.	
  
	
  
Stability/	
  
Steady	
  State/Sustainability	
  
(Op'miza'on/Exploita'on)	
  
T4	
  
(Product	
  
Termina'on)	
  
Customer	
  CreaVon	
   Company	
  Building	
  Customer	
  Development	
  
	
  
Customer	
  ValidaVon	
  
COST	
  LIFECYCLE	
  PROFILE	
  (CLP)	
  –	
  Simplified	
  Diagram	
  
First,	
  Visualize	
  the	
  Desired	
  Profitability	
  of	
  Your	
  Business	
  Model	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hXp://businessmodels.ning.com	
  &	
  hXp://twiXer.com/RodKuhnKing	
  
	
  
COST	
  
T1	
  
(Full	
  Product	
  
Launch)	
  
T2	
  
(Entry	
  of	
  	
  
Main	
  Compe'tor)	
  
T3	
  
(Compe''veness	
  
Erosion)	
  
TIME	
  T4	
  
(Product	
  
Termina'on)	
  
Source	
  of	
  Informa8on:	
  McGrath,	
  R.G.;	
  MacMillan,	
  I.C.	
  (2009)	
  Discovery-­‐Driven	
  Growth.	
  MassachuseXs:	
  Harvard	
  Business	
  Press.	
  
Blank,	
  S.;	
  Dorf,	
  B.	
  (2012)	
  The	
  Startup	
  Owner’s	
  Manual.	
  California:	
  K	
  &	
  S	
  Ranch,	
  Inc.	
  
	
  
Customer	
  Development	
  
	
  
Customer	
  ValidaVon	
  
Customer	
  CreaVon	
   Company	
  Building	
  
Birth	
  of	
  Idea/	
  
Prototyping/TesVng/	
  
Product-­‐Market	
  Fit	
  
(Agility)	
  
The	
  3-­‐Act	
  Business	
  Model	
  Storyboard	
  
A	
  Quick	
  and	
  Inexpensive	
  Toolkit	
  for	
  Tes8ng	
  the	
  Viability	
  of	
  Ideas	
  
WHAT	
  to	
  pivot?	
  
	
  
	
  
TO	
  WHAT	
  to	
  pivot?	
  
	
  
	
  
	
  
	
  
HOW	
  to	
  pivot?	
  
	
  
	
  
WHY	
  pivot?	
  
4	
  Pivot	
  QuesVons	
  
	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hXp://businessmodels.ning.com	
  &	
  hXp://twiXer.com/RodKuhnKing	
  
4	
  PIVOT	
  QUESTIONS	
  FOR	
  THE	
  3-­‐ACT	
  BUSINESS	
  MODEL	
  (3BM)	
  PLAN	
  
Pivot	
  Management	
  Story	
  for	
  Dream	
  Valida'on	
  Tes'ng	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hXp://businessmodels.ning.com	
  &	
  hXp://twiXer.com/RodKuhnKing	
  
3-­‐ACT	
  BUSINESS	
  
MODEL	
  (3BM)	
  
STORYBOARD:	
  
Visual	
  Checklist	
  
BUSINESS	
  MODEL	
   BUSINESS	
  MODEL	
  
ENVIRONMENT	
  
	
  VALUE	
  
CREATION	
  
MODEL	
  
VALUE	
  
PROPOSITION	
  
MODEL	
  
PROFIT	
  
(SHARED	
  VALUE)	
  
MODEL	
  
Discover	
  
(Iden'fy/Define/List/	
  
Analyze)	
  
	
  
	
  
	
  
Plan	
  
(Design/Hypothesize/
Generate/Brainstorm)	
  
	
  
	
  
	
  
Build	
  
(Do/Test/Prototype/	
  
Demo/Pilot/Execute)	
  
	
  
	
  
	
  
Measure	
  
(Check/Evaluate/	
  
Validate	
  Impact:	
  
Delight/Pain)	
  
	
  
	
  
	
  
Learn	
  
(Lessons/Insights/	
  
To	
  Do)	
  
THE	
  5	
  STAGES	
  OF	
  USING	
  THE	
  3-­‐ACT	
  BUSINESS	
  MODEL	
  STORYBOARD	
  
	
  	
  	
  	
  Discover.	
  Plan.	
  Build.	
  Measure.	
  Learn	
  
THE	
  5	
  STAGES	
  OF	
  USING	
  THE	
  3-­‐ACT	
  BUSINESS	
  MODEL	
  STORYBOARD	
  
	
  	
  	
  	
  Discover.	
  Plan.	
  Build.	
  Measure.	
  Learn	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hXp://businessmodels.ning.com	
  &	
  hXp://twiXer.com/RodKuhnKing	
  
3-­‐ACT	
  BUSINESS	
  
MODEL	
  (3BM)	
  
STORYBOARD:	
  
Visual	
  Checklist	
  
BUSINESS	
  MODEL	
   BUSINESS	
  MODEL	
  
ENVIRONMENT	
  
	
  VALUE	
  
CREATION	
  
MODEL	
  
VALUE	
  
PROPOSITION	
  
MODEL	
  
PROFIT	
  
(SHARED	
  VALUE)	
  
MODEL	
  
Discover	
  
(Iden'fy/Define/List/	
  
Analyze)	
  
q  Team	
  Members	
  
q  Core	
  
Competences/
Capabili8es	
  
q  Key	
  Processes/	
  
	
  	
  	
  	
  	
  Ac8vi8es	
  
q  Internal	
  
Resources	
  
q  Market	
  (Study/	
  
Research/Trends/
Segmenta8on)	
  
q  Customer	
  Personas	
  
q  Customer	
  Obstacles/	
  
Job-­‐To-­‐Get-­‐Done	
  
q  Business	
  Vision/Goal/
Job-­‐To-­‐Get-­‐Done	
  
q  Targeted	
  Profit	
  	
  
q  Profit	
  Margin	
  
q  Revenue	
  (Pricing)	
  
q  Cost	
  
q  Return	
  on	
  Assets	
  
q  Profit	
  Model	
  
Strategies/Tac8cs/	
  
	
  	
  	
  	
  	
  PaXerns	
  
q  Industry	
  Classifica8on	
  &	
  Size	
  
q  Industry	
  (AXrac8veness/Value)	
  
Analysis,	
  Trends,	
  and	
  Opportuni8es	
  
q  Compe8tor	
  Analysis	
  (Nearest	
  
Compe8tor	
  Offers)	
  &	
  Strategy	
  
q  Partners/Collaborators	
  
q  Related	
  Communi8es	
  
q  Lifecycle	
  Investment	
  Plan/Sponsors	
  
Plan	
  
(Design/Hypothesize/
Generate/Brainstorm)	
  
q  Product/Service	
  
q  Processes	
  
q  Team/Culture	
  
q  Int.	
  Resources	
  
q  Value	
  Proposi8on	
  
q  Customer	
  Obstacles/	
  
Job-­‐To-­‐Get-­‐Done	
  
q  Channels/Landing	
  Page	
  
q  Profit	
  Margin	
  
q  Revenue	
  (Pricing)	
  
q  Cost	
  
q  Customer	
  Behavior	
  
q  “Unfair”	
  Compe88ve	
  Advantage	
  
q  Compe88ve	
  Strategy	
  &	
  Tac8cs	
  
q  Marke8ng	
  Strategy	
  &	
  Tac8cs	
  
Build	
  
(Do/Test/Prototype/	
  
Demo/Pilot/Execute)	
  
q  Product/Service	
  
q  Processes	
  
q  Team/Culture	
  
q  Int.	
  Resources	
  
q  Value	
  Proposi8on	
  
q  Customer	
  Obstacles/	
  
Job-­‐To-­‐Get-­‐Done	
  
q  Channels/Landing	
  Page	
  
q  Profit	
  Margin	
  
q  Revenue	
  (Pricing)	
  
q  Cost	
  
q  Customer	
  Behavior	
  
q  “Unfair”	
  Compe88ve	
  Advantage	
  
q  Compe88ve	
  Strategy	
  &	
  Tac8cs	
  
q  Marke8ng	
  Strategy	
  &	
  Tac8cs	
  
	
  
Measure	
  
(Check/Evaluate/	
  
Validate	
  Impact:	
  
Delight/Pain)	
  
q  Product/Service	
  
q  Processes	
  
q  Team/Culture	
  
q  Int.	
  Resources	
  
q  Value	
  Proposi8on	
  
q  Customer	
  Obstacles/	
  
Job-­‐To-­‐Get-­‐Done	
  
q  Channels/Landing	
  Page	
  
q  Profit	
  Margin	
  
q  Revenue	
  (Pricing)	
  
q  Cost	
  
q  Customer	
  Behavior	
  
q  “Unfair”	
  Compe88ve	
  Advantage	
  
q  Compe88ve	
  Strategy	
  &	
  Tac8cs	
  
q  Marke8ng	
  Strategy	
  &	
  Tac8cs	
  
	
  
Learn	
  
(Lessons/Insights/	
  
To	
  Do)	
  
q  “Unfair”	
  Compe88ve	
  Advantage	
  
q  Compe88ve	
  Strategy	
  &	
  Tac8cs	
  
q  Marke8ng	
  Strategy	
  &	
  Tac8cs	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
VALUE	
  CREATION	
  
MODEL	
  
VALUE	
  PROPOSITION	
  
MODEL	
  
Inputs/Partners	
  
	
  
	
  
	
  
	
  
Internal	
  Resources	
  
	
  
	
  
	
  
	
  
Processes/AcVviVes	
  
	
  
	
  
	
  
	
  
Product/Value	
  ProposiVon	
  
	
  
	
  
	
  
	
  
Channels	
  &	
  RelaVonships	
  
	
  
	
  
	
  
	
  
Customer/Job-­‐To-­‐Get-­‐Done	
  
	
  
	
  
	
  
	
  
Cost	
  (Pain)	
  
	
  
	
  
	
  
	
  
Revenue	
  (Delight)	
  
	
  
	
  
	
  
	
  
PROFIT	
  (VALUE)	
  
	
  
	
  
	
  
	
  
PROFIT	
  
MODEL	
  
Dream	
  Viability	
  Tes8ng	
  (DVT):	
  
First,	
  Visualize	
  the	
  Desired	
  
Profitability	
  of	
  Your	
  Business	
  Model	
  
	
  3-­‐ACT	
  BUSINESS	
  MODEL	
  
Worm’s	
  Eye	
  View	
  
(Each	
  sub-­‐model	
  consists	
  of	
  3	
  panels)	
  	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
VALUE	
  CREATION	
  
MODEL	
  
VALUE	
  PROPOSITION	
  
MODEL	
  
Inputs/Partners	
  
q What	
  material,	
  informa'on,	
  
and	
  capital	
  are	
  needed	
  prior	
  
to	
  launching	
  product?	
  
q What	
  partners/alliances	
  are	
  
needed?	
  
	
  
Internal	
  Resources	
  
q Who	
  are	
  team	
  members?	
  
q What	
  hard	
  assets	
  (equip-­‐
ment/infra’)	
  will	
  are	
  needed	
  
prior	
  to	
  launching	
  product?	
  
q What	
  technology	
  is	
  needed?	
  
	
  
Processes/AcVviVes	
  
q What	
  are	
  development	
  
ac8vi8es	
  that	
  must	
  be	
  
completed	
  prior	
  to	
  launching	
  
product/service/tool?	
  
	
  
Product/Value	
  ProposiVon	
  
q What	
  product/service/tool	
  will	
  
customer	
  use	
  and/or	
  buy?	
  
q Why	
  will	
  customer	
  buy	
  product/
service/tool?	
  
	
  
	
  
Channels	
  &	
  RelaVonships	
  
q How	
  will	
  product/service/tool	
  
be	
  delivered	
  to	
  customer?	
  
q What	
  sort	
  of	
  rela8onship	
  will	
  
business	
  have	
  with	
  customer?	
  
q How	
  will	
  customer	
  be	
  engaged,	
  
acquired,	
  and	
  retained?	
  
Customer/Job-­‐To-­‐Get-­‐Done	
  
q What	
  customer	
  will	
  use	
  and/or	
  
buy	
  product/service/tool?	
  
q What	
  job	
  is	
  customer	
  trying	
  to	
  
get	
  done?	
  What	
  are	
  obstacles?	
  
q What	
  is	
  customer	
  pain?	
  
q What	
  is	
  customer	
  delight?	
  	
  	
  
Cost	
  (Pain)	
  
q At	
  what	
  price	
  will	
  customer	
  
buy	
  product/service/tool?	
  
q What	
  effort	
  will	
  customer	
  
expend	
  in	
  buying	
  product?	
  
q What	
  is	
  customer	
  acqu.	
  cost?	
  
q What	
  is	
  annual	
  total	
  cost?	
  
Revenue	
  (Delight))	
  
q How	
  soon	
  will	
  customer	
  buy?	
  
q How	
  many	
  and	
  o`en	
  will	
  
customer	
  buy?	
  	
  
q How	
  will	
  customer	
  pay?	
  
q What	
  will	
  be	
  annual	
  total	
  
revenue?	
  
PROFIT	
  (VALUE)	
  
q What	
  will	
  be	
  the	
  annual	
  
profit	
  margin?	
  
q What	
  will	
  be	
  the	
  annual	
  
profit?	
  
	
  
	
  
3-­‐ACT	
  BUSINESS	
  MODEL	
  
…………………………………………………..	
  
PROFIT	
  
MODEL	
  
Dream	
  Viability	
  Tes8ng	
  (DVT):	
  
Ques'ons	
  
Note:	
  The	
  above	
  ques8ons	
  are	
  based	
  on	
  John	
  Mullins	
  and	
  Randy	
  Komisar’s	
  book,	
  “Geyng	
  to	
  Plan	
  B”	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
VALUE	
  CREATION	
  MODEL	
  
(“Build”)	
  
VALUE	
  PROPOSITION	
  MODEL	
  
(“Discover”;	
  “Plan”)	
  
Inputs/Partners	
  
q Materials/Supplies	
  
q Informa8on	
  
q Investment	
  Capital	
  
q Strategic	
  Alliances/Partners	
  
q Co-­‐creators/Contractors	
  
	
  
Internal	
  Resources	
  
(Physical/Intellectual/Emo'onal/
Spiritual	
  Resources)	
  
q Employees	
  
q Machinery/Infra’	
  Facili8es	
  
q Technology/IP	
  
q Brand/Culture	
  
Processes/AcVviVes	
  
q Discover	
  
q Plan	
  
q Build	
  
q Measure	
  
q Learn	
  
Product/Value	
  ProposiVon	
  
q Value	
  Proposi8on	
  Requirements	
  
q Value	
  Proposi8on	
  Statement	
  
q Product/Service/Tool:	
  Features	
  
	
  
	
  
Channels	
  &	
  RelaVonships	
  
q Online	
  Channels	
  
q Offline	
  Channels	
  
	
  
	
  
	
  
Customer/Job-­‐To-­‐Get-­‐Done	
  
q Customer-­‐Protagonist	
  
q Stage	
  (Arena);	
  Conflict	
  Zone	
  
q Cri8cal	
  Problem	
  
q Task/Job-­‐To-­‐Get-­‐Done/Quest	
  
q Constraints/Obstacles	
  
q Success	
  Criteria	
  (Outcomes)	
  
Cost	
  (Pain)	
  
q Cost	
  of	
  Customer	
  Acquisi8on	
  
q Total	
  Cost	
  
q Opera'ng	
  Cost	
  
q Working	
  Capital	
  
	
  
	
  
Revenue	
  (Delight)	
  
q E:	
  Engagement	
  
q A:	
  Acquisi8on	
  
q A:	
  Ac8va8on	
  
q R:	
  Reten8on	
  
q R:	
  Referral	
  
q R:	
  Revenue	
  
PROFIT	
  (VALUE)	
  
q High	
  Profit	
  Margin	
  (Price):	
  
Low	
  Volume;	
  Low	
  Velocity	
  
q Low	
  Profit	
  Margin	
  (Price):	
  
High	
  Volume;	
  High	
  Velocity	
  
q Gross	
  Margin	
  
q Customer	
  Life8me	
  Value	
  
PROFIT	
  MODEL	
  
(“Measure”)	
  
Dream	
  Viability	
  Tes8ng	
  (DVT):	
  
Checklist	
   	
  3-­‐ACT	
  BUSINESS	
  MODEL	
  
(“Learn”)	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
VALUE	
  CREATION	
  MODEL:	
  
COST	
  REDUCTION	
  
VALUE	
  PROPOSITION	
  MODEL:	
  
REVENUE	
  INCREASE	
  
Inputs/Partners	
  
q Co-­‐crea8on;	
  Social	
  Media	
  
q Open	
  Source	
  Collabora8on	
  
q Crowd-­‐funding/sourcing	
  
q Frac8onaliza8on/Co-­‐owner	
  
q Investor/Sponsor/Donor	
  
q Mergers	
  &	
  Acquisi8ons	
  
Internal	
  Resources	
  
(Physical/Intellectual/Emo'onal/
Spiritual	
  Resources)	
  
q Creator;	
  Broker;	
  Landlord	
  
q Peer-­‐to-­‐Peer	
  Pla|orm	
  
q Facilitated	
  Network	
  
q Patents	
  (“Fences”;	
  Barriers)	
  
	
  
Processes/AcVviVes	
  
q Opera8onal	
  Excellence;	
  JIT	
  
q Automa8on	
  (Self-­‐service/DIY)	
  
q Gamifica8on;	
  Digitaliza8on	
  
q Ecosystem	
  Management	
  
q Problem	
  Solving;	
  Consul8ng	
  
q Compe88ve	
  Strategies	
  
Product/Value	
  ProposiVon	
  
q Asset	
  Sale/Direct	
  Sale	
  
q Product	
  Leadership/Extension	
  
q Used/2nd	
  Hand	
  Product;	
  Bargain	
  
q Customiza8on	
  (Value	
  Factors)	
  
q Bundling/Unbundling	
  
q Product/Sooware	
  as	
  a	
  Service	
  
Channels	
  &	
  RelaVonships	
  
q Offline/Online;	
  (In)direct	
  Sale	
  
q Franchise;	
  Licensing;	
  Affiliates	
  
q Distributor;	
  Disintermediator	
  
q Ad	
  Network;	
  Brand	
  Mul8plier	
  
q Aggrega8on/Disaggrega8on	
  
q Auc8on/Reverse	
  Auc8on	
  
Customer/Job-­‐To-­‐Get-­‐Done	
  
q Customer	
  In8macy/Loyalty	
  
q B2B;	
  B2C	
  
q Long	
  Tail;	
  Community	
  (Hub)	
  
q Two-­‐sided	
  Market	
  (Segments)	
  
q Mul8-­‐sided	
  Market	
  (Pla|orm)	
  
q Luxury/Mass	
  Market/Niche	
  
Cost	
  (Pain)	
  
q Outsourcing;	
  Specializa8on	
  
q Group	
  Deals	
  
q Lending/Ren8ng/Leasing	
  
q Cross-­‐subsidiza8on	
  
q Frac8onaliza8on/Co-­‐owner	
  
	
  
Revenue	
  (Delight)	
  
q Pre-­‐payment;	
  Amor8za8on	
  
q Discount;	
  Dynamic	
  Pricing	
  
q Razor	
  Blade	
  (“Bait	
  &	
  Switch”)	
  
q Usage	
  Fee;	
  Subscrip8on	
  Fee	
  
q Tiered	
  Payment;	
  Freemium	
  
q Dona8on;	
  Free	
  
PROFIT	
  (VALUE)	
  
q Shared	
  Value	
  (Profit)	
  
q Transient	
  Compe88ve	
  Adv.	
  
q Sustainable	
  Compe88ve	
  Adv.	
  
q Red	
  Ocean;	
  Low	
  Cost/Margin	
  
q Blue	
  Ocean;	
  Luxury	
  Spot	
  
q Disrup8ve	
  Innova8on	
  Spot	
  
PROFIT	
  MODEL:	
  
PROFIT	
  INCREASE	
  
Dream	
  Viability	
  Tes8ng	
  (DVT):	
  
Paserns/Tac'cs	
  	
   51	
  BUSINESS	
  PROFIT	
  PATTERNS	
  
(Business	
  Model	
  Choices	
  for	
  Compe''ve	
  Advantage)	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
VALUE	
  CREATION	
  
MODEL	
  
VALUE	
  PROPOSITION	
  
MODEL	
  
3-­‐ACT	
  BUSINESS	
  MODEL	
  STORYBOARD	
  
	
  Bird’s	
  Eye	
  View	
  (Business	
  Model	
  Chain:	
  Macro-­‐Logic)	
  
VALUE	
  SHARING	
  
(PROFIT)	
  MODEL	
  
delivers	
  
requires	
  
drives	
  
requires	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
VALUE	
  CREATION	
  
MODEL	
  
VALUE	
  PROPOSITION	
  
MODEL	
  
VALUE	
  SHARING	
  
(PROFIT)	
  MODEL	
  
delivers	
  
requires	
  
drives	
  
requires	
  
3-­‐ACT	
  BUSINESS	
  MODEL	
  STORYBOARD	
  
Eagle’s	
  Eye	
  View	
  (Business	
  Model	
  Tree	
  –	
  Hierarchical	
  Decomposi'on	
  of	
  Macro-­‐Logic)	
  
Product/Value	
  ProposiVon	
  
	
  
	
  
	
  
Channels	
  &	
  RelaVonships	
  
	
  
	
  
	
  
Customer/Job-­‐To-­‐Get-­‐Done	
  
	
  
	
  
	
  
Inputs/Partners	
  
	
  
	
  
	
  
Internal	
  Resources	
  
	
  
	
  
	
  
Processes/AcVviVes	
  
	
  
	
  
	
  
Cost	
  (Pain)	
  
	
  
	
  
	
  
Revenue	
  (Delight)	
  
	
  
	
  
	
  
PROFIT	
  (VALUE)	
  
	
  
	
  
	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
VALUE	
  CREATION	
  
MODEL	
  
VALUE	
  PROPOSITION	
  
MODEL	
  
VALUE	
  SHARING	
  
(PROFIT)	
  MODEL	
  
delivers	
  
requires	
  
drives	
  
requires	
  
3-­‐ACT	
  BUSINESS	
  MODEL	
  STORYBOARD	
  
Eagle’s	
  Eye	
  View	
  (Generic	
  Business	
  Model	
  Network:	
  Meso-­‐Logic)	
  
Product/Value	
  ProposiVon	
  
	
  
	
  
	
  
Channels	
  &	
  RelaVonships	
  
	
  
	
  
	
  
Customer/Job-­‐To-­‐Get-­‐Done	
  
	
  
	
  
	
  
Inputs/Partners	
  
	
  
	
  
	
  
Internal	
  Resources	
  
	
  
	
  
	
  
Processes/AcVviVes	
  
	
  
	
  
	
  
Cost	
  (Pain)	
  
	
  
	
  
	
  
Revenue	
  (Delight)	
  
	
  
	
  
	
  
PROFIT	
  (VALUE)	
  
	
  
	
  
	
  
 
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
VALUE	
  CREATION	
  
MODEL	
  
VALUE	
  PROPOSITION	
  
MODEL	
  
VALUE	
  SHARING	
  
(PROFIT)	
  MODEL	
  
delivers	
  
requires	
  
drives	
  
requires	
  
3-­‐ACT	
  BUSINESS	
  MODEL	
  STORYBOARD	
  
Eagle’s	
  Eye	
  View	
  (Generic	
  Business	
  Model	
  Network:	
  Meso-­‐Logic)	
  
Product/Value	
  ProposiVon	
  
	
  
	
  
	
  
Channels	
  &	
  RelaVonships	
  
	
  
	
  
	
  
Customer/Job-­‐To-­‐Get-­‐Done	
  
	
  
	
  
	
  
require(s)	
   sa'sfy/ies	
  
require(s)	
   sa'sfy/ies	
  
Inputs/Partners	
  
	
  
	
  
	
  
Internal	
  Resources	
  
	
  
	
  
	
  
Processes/AcVviVes	
  
	
  
	
  
	
  
require(s)	
   affect(s)	
  
require(s)	
   deliver(s)	
  
Cost	
  (Pain)	
  
	
  
	
  
	
  
Revenue	
  (Delight)	
  
	
  
	
  
	
  
PROFIT	
  (VALUE)	
  
	
  
	
  
	
  
requires	
  
drive(s)	
  
delights	
  
AGRICULTURE	
  &	
  MINING	
  Industry	
   SERVICE	
  Industry	
  
INFRASTRUCTURE/PLATFORM	
  Management	
  
MANUFACTURING	
  Industry	
  
	
  	
  	
  	
  PROFIT	
  MODEL	
  CLASSIFICATION	
  SYSTEM	
  (PMCS)	
  	
  -­‐	
  By	
  Industry	
  (Categories	
  of	
  Products/Services)	
  
	
  	
  	
  	
  	
  How	
  Businesses	
  Really	
  Make	
  Money	
  and	
  Win	
  Business	
  Model	
  Compe88ons	
  in	
  the	
  Imita8on	
  Economy	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hXp://businessmodels.ning.com	
  &	
  hXp://twiXer.com/RodKuhnKing	
  
GENERIC	
  POFIT	
  MODELS	
  	
  	
  	
  
What	
  industry	
  is	
  the	
  business	
  (or	
  customer)	
  in?	
  
AGRICULTURE	
  &	
  MINING	
  Industry	
   SERVICE	
  Industry	
  
INFRASTRUCTURE/PLATFORM	
  Management	
  
MANUFACTURING	
  Industry	
  
	
  	
  	
  	
  PROFIT	
  MODEL	
  CLASSIFICATION	
  SYSTEM	
  (PMCS)	
  	
  -­‐	
  By	
  Sector	
  of	
  Industry	
  (Categories	
  of	
  Products/Services)	
  
	
  	
  How	
  Businesses	
  Really	
  Make	
  Money	
  and	
  Win	
  Business	
  Model	
  Compe88ons	
  in	
  the	
  Imita8on	
  Economy	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hXp://businessmodels.ning.com	
  &	
  hXp://twiXer.com/RodKuhnKing	
  
GENERIC	
  PROFIT	
  MODELS	
  	
  	
  	
  
q Healthcare,	
  Life	
  Sciences,	
  and	
  Pharmaceu'cals	
  
q Chemicals	
  Manufacturing	
  
q Autos,	
  Trucks,	
  Trains,	
  
	
  	
  	
  	
  Ships,	
  and	
  Other	
  Vehicles	
  
q Consumer	
  Products	
  Manufacturing	
  
q Aerospace	
  &	
  
	
  	
  	
  	
  Defense	
  
q Food,	
  Beverage,	
  and	
  Tobacco	
  Manufacturing	
  
q Mining,	
  Metals,	
  Energy,	
  U'li'es,	
  and	
  
	
  	
  	
  	
  Environmental	
  Services	
  
q Agriculture,	
  Forestry,	
  Fishing,	
  
	
  	
  	
  	
  and	
  Hun'ng	
  
q Insurance	
  	
  
q Food	
  Services	
  &	
  Lodging	
  
q Construc'on	
  &	
  Eng.	
  
q Healthcare	
  
q Banking,	
  Fin.	
  
	
  	
  	
  	
  Markets	
  &	
  Services	
  
q Consumer,	
  Educa'on,	
  Real	
  
	
  	
  	
  	
  Estate	
  and	
  Public	
  Services	
  
q IT	
  
Services	
  
q Business	
  &	
  Consul'ng	
  Services	
  
q Retail	
  
q Media	
  &	
  Entertainment	
  
	
  
Note:	
  The	
  above	
  descrip8on	
  of	
  sectors	
  is	
  based	
  on	
  the	
  IBBCS;	
  see	
  hXp://www.industrybuildingblocks.com/Industry-­‐Groups.php	
  	
  	
  
q Travel	
  
What	
  industry	
  is	
  the	
  business	
  (or	
  customer)	
  in?	
  
Who	
  is	
  the	
  customer-­‐protagonist	
  (most	
  dissa'sfied)?	
  
What	
  is	
  the	
  customer	
  Job-­‐To-­‐Get-­‐Done?	
  
What	
  is	
  the	
  profit	
  model	
  of	
  the	
  business	
  (customer)?	
  
What	
  are	
  analogs	
  and	
  an'logs	
  of	
  the	
  profit	
  model?	
  
Past	
  Reality	
  	
  
Business	
  Profit	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
Present	
  Reality	
  
Business	
  Profit	
  
	
  
	
  
	
  
	
  
	
  
	
  
Future	
  Reality	
  
Business	
  Profit	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
Business	
  
Model	
  
(3_Act)	
  
Business	
  
Model	
  
(3-­‐Act)	
  
Business	
  
Model	
  
(3-­‐Act)	
  
Industry	
  
Ecosystem	
  
Market	
  
Ecosystem	
  
Business	
  Model	
  
(3-­‐Act)	
  
Macro-­‐Economic	
  Influencers	
  
Key	
  Trends	
  &	
  Complementors	
  
Mission/Vision/
Purpose/Ideals/	
  
Ideal	
  Final	
  Result	
  
For	
  
Business	
  
Profit	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
Strategy	
  
Short/Medium/Long-­‐term	
  
3-­‐Act	
  Business	
  Model	
  (3BM)	
  Plan	
  
	
  
4	
  Pivot	
  Ques'ons	
  
Past	
  Reality	
  
Business	
  Profit	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
Present	
  Reality	
  
Business	
  Profit	
  
	
  
	
  
	
  
	
  
	
  
	
  
Future	
  Reality	
  
Business	
  Profit	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  
Strategy	
  
Short/Medium/Long-­‐term	
  
WHAT	
  to	
  pivot?	
   TO	
  WHAT	
  to	
  pivot?	
  
WHY	
  pivot?	
  
HOW	
  to	
  pivot?	
  
3-­‐Act	
  Business	
  Model	
  (3BM)	
  Plan	
  
	
  
4	
  Pivot	
  Ques'ons	
  
 
	
  
	
  
	
  
	
  
	
  
	
  
	
  
Is	
  Your	
  Dream	
  Business	
  Idea	
  Viable?	
  
	
  
	
  
#VPGen.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hap://businessmodels.ning.com	
  &	
  hap://twiaer.com/RodKuhnKing	
  

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Dream Viability Testing: Quickly and Cheaply Test the Viability of Your Dream Business Ideas

  • 1.                 THE  3-­‐ACT  BUSINESS  MODEL  STORYBOARD    A  Visual  Toolkit  for  Quickly  and  Cheaply  Tes8ng  Whether  Your  Business  Idea  is  Viable           Dr.  Rod  King    
  • 2.               The  Core  Job-­‐To-­‐Get-­‐Done  of       A  Business  Startup     Is     To  Efficiently  Discover  and  Launch     A  Scalable  Profit  Model    
  • 3.                 “Profit  is  the  Oxygen  of  a  Business”    
  • 4.                 How  Can  We   Quickly  and  Inexpensively  Test   The  Viability  (Profitability)  of     A  Business  Idea?    
  • 5. Never  Start  a  Project   Using   The  TradiVonal  Business  Plan,     Lean  Startup  Method,     and     Customer  Development  Stack   To  Test   The  Viability  (Profitability)  of   A  Business  Idea  
  • 6. WHAT  DO  THE  FOLLOWING  APPROACHES  HAVE  IN  COMMON:   Tradi'onal  Business  Plan,  Lean  Startup  Method,  and  Customer  Development  Stack?   q  The  approaches  of  the  tradi8onal  business  plan,  Lean  Startup  method,  and  Customer  Development  Stack  are   8me-­‐consuming  and  expensive  for  tes8ng  the  profitability  of  dream  business  ideas   q  “Profit  Model”  is  not  the  unit  of  analysis  or  unit  of  learning  in  the  approaches  of  the  tradi8onal  business  plan,   Lean  Startup  method,  and  Customer  Development  Stack   q  The  approaches  of  the  tradi8onal  business  plan,  Lean  Startup  method,  and  Customer  Development  Stack   ini8ally  ignore  profitability:  they  do  NOT  begin  with  the  end  in  mind,  that  is,  with  profitability  or  analogs/ an8logs  of  a  sustainable  profit  model.  The  approaches  take  a  worm’s  eye  view  of  a  project     q  Each  approach  is  wasteful:  it  spends  a  lot  of  8me/money  in  implicitly  defining  a  profit  model  and  does  not   make  use  of  archetypal  profit  models  as  well  as  proven  profitable  paXerns  for  business  models   q  Rela8vely  lot  of  8me/money  is  spent  to  find  out  what  a  profitable  model  looks  like  when  using  the  tradi8onal   business  plan,  Lean  Startup,  and  Customer  Development  Stack   q  Many  vague,  weak,  or  non-­‐quan8ta8ve  hypotheses  are  generated  when  using  the  tradi8onal  business    plan,   Lean  Startup,  and  Customer  Development  Stack  so  that  hypothesis  tes8ng  is  haphazard   q  The  approaches  do  not  feature  a  Revenue  Lifecycle  Profile  for  a  Product/Service  so  that  it  is  not  clear  when   and  how  the  product/business  intends  to  generate  revenue   q  The  methodologies  of  the  tradi8onal  business  plan,  Lean  Startup,  and  Customer  Development  Stack  are   weakly  integrated  with  the  body  of  knowledge  in  Strategic  Management,  Innova8on,  and  Project   Management.  These  methodologies  cannot  adequately  model  or  explain  factual  business  success  or  failure     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing  
  • 7. Disrup'on  Spot   Luxury  Spot   Strategic   Choice   TradiVonal  Business  Plan         Business  Model  Canvas/ Customer  Development   Stack   q 3-­‐Act  Business  Model   q Discovery-­‐Driven   Growth  (DDG)   Strategic  Management/   Strategic  Plan/   Balanced  Scorecard   Lean  Startup  Method/   Lean  Canvas   OVERVIEW  OF  TOOLS  FOR  DREAM  VIABILITY  TESTING  (DVT)   Trade-­‐off  Map  of  Cost  vs.  Effec'veness     (-­‐):  PAIN:  Time  (Cost;  Risk)   (+):  DELIGHT:   Effec8veness   Key   Profitable  Tool     Unprofitable  Tool     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hXp://businessmodels.ning.com  &  hXp://twiXer.com/RodKuhnKing   Market  Segment  (Job-­‐To-­‐Get-­‐Done/Goal;  Product/Tool):  Test  Viability  of   Business  Idea  (Project/Business  Model)   “Insane”  Happiness  (Value)   Ideal  Final  Result  (IFR)   Infinite  Shared  Happiness   “Invisible  Hand”    
  • 8. The  3-­‐Act  Business  Model  Storyboard     Eliminate  the  Complexity  and  Waste  of     The  Tradi8onal  Business  Plan,  Lean  Startup  Method,  and  Customer  Development  Stack  
  • 9. 3  STEPS  FOR  THE  3-­‐ACT  BUSINESS  MODEL  STORYBOARD   Quick  and  Inexpensive  Heuris'c  for  Pregnant  Idea  Tes'ng  and  Execu'on   q  First,  Visualize  the  Desired  Profitability  of  Your  Business  Model.     q  Then,  Analyze,  Design,  and  Test  Your  Value  ProposiVon  Model.   q  Finally,  Launch  and  Manage  Story  of  a  Scalable  Value  CreaVon  Model.     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing  
  • 10.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   Start  with  the  End   In  Mind  
  • 11. Past  Reality                   Present  Reality                 Future  Reality                     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   WHY  pivot?   3-­‐Act  Business  Model  (3BM)  Plan     Why  Pivot?  
  • 12. Past  Reality                   Present  Reality                 Future  Reality                   3-­‐Act  Business  Model  (3BM)  Plan     4  Pivot  Ques'ons     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   Strategy   Short/Medium/Long-­‐term   WHAT  to  pivot?   TO  WHAT  to  pivot?   WHY  pivot?   HOW  to  pivot?  
  • 13. ENVIRONMENT     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   3-­‐Act  Business  Model   Create  Value   Deliver  Value   Share  (Capture)  Value   Bird’s  Eye  View   CORE  JOBS:   HOW?   WHAT?   WHY?   VALUE   CREATION   MODEL   VALUE   PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)   MODEL   Innovator’s   Perspec8ve   Marketer’s   Perspec8ve   Investor’s   Perspec8ve  
  • 14.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   PROFIT   MODEL   ENVIRONMENT    3-­‐ACT  BUSINESS  MODEL     3-­‐ACT  BUSINESS  MODEL  STORYBOARD    First,  Visualize  the  Desired  Profitability  of  Your  Business  Model   Bird’s  Eye  View  
  • 15.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   PROFIT   MODEL     3-­‐ACT  BUSINESS  MODEL  STORYBOARD    First,  Visualize  the  Desired  Profitability  of  Your  Business  Model   W:  WEAKNESSES  (-­‐)    S:  STRENGTHS  (+)   O:  OPPORTUNITIES  (+)   T:  THREATS  (-­‐)   (Value  &  SWOT  Analysis)    3-­‐ACT  BUSINESS  MODEL  
  • 16.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   PROFIT   MODEL     3-­‐ACT  BUSINESS  MODEL  STORYBOARD    First,  Visualize  the  Desired  Profitability  of  Your  Business  Model   (“E.R.I.C.”  Value  Innova'on  Tac'cs)   E:  Eliminate    I:  Increase   C:  Create   R:  Reduce    3-­‐ACT  BUSINESS  MODEL  
  • 17.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   Inputs/Partners           Internal  Resources           Processes/AcVviVes           Product/Value  ProposiVon           Channels  &  RelaVonships           Customer/Job-­‐To-­‐Get-­‐Done           Cost:  (Structure/Metrics)           Revenue:  (Streams/Metrics)           PROFIT            3-­‐ACT  BUSINESS  MODEL   PROFIT   MODEL   Dream  Viability  Tes8ng  (DVT):   First,  Visualize  the  Desired   Profitability  of  Your  Business  Model   Worm’s  Eye  View   (Each  sub-­‐model  consists  of  3  panels)    
  • 18. Disrup'on  Spot   Luxury  Spot   Strategic   Choice   Samson   Strategy   Delilah   Strategy   Goliath   Strategy   David   Strategy   4  GENERIC  WINNING  STRATEGIES  AND  VALUE  PROPOSITIONS   Trade-­‐off  Map  of  Weakness  vs.  Strength     (-­‐):  PAIN:  Weakness  (e.g.,  Size)   (+):  DELIGHT:   Strength   Key   Winning  Strategy     Losing  Strategy     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hXp://businessmodels.ning.com  &  hXp://twiXer.com/RodKuhnKing   Market  Segment  (Job-­‐To-­‐Get-­‐Done/Goal;  Product/Tool):  ………………..…..……..……. …………  ……………………………………………………………………….…………….………….……………….   “Insane”  Happiness  (Value)   Ideal  Final  Result  (IFR)   Infinite  Shared  Happiness   “Invisible  Hand”    
  • 19. Disrup'on  Spot   Luxury  Spot   Strategic   Choice   Sweet  Spot   Profit  Model/   Strategy/   Value  Proposi'on   Blue  Ocean   Profit  Model/   Strategy/   Value  Proposi'on   Luxury  Spot   (“Differen'a'on”)   Profit  Model/   Strategy/   Value  Proposi'on   DisrupVon  Spot/Lean   (“Low  Cost”)   Profit  Model/   Strategy/   Value  Proposi'on   4  GENERIC  PROFIT  MODELS,  WINNING  STRATEGIES,  AND  VALUE  PROPOSITIONS   Trade-­‐off  Map  of  Cost  vs.  Revenue     (-­‐):  PAIN:  Cost   (+):  DELIGHT:   Revenue   Key   Profitable  Model     Unprofitable  Model     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hXp://businessmodels.ning.com  &  hXp://twiXer.com/RodKuhnKing   Market  Segment  (Job-­‐To-­‐Get-­‐Done/Goal;  Product/Tool):  ………………..…..……..……. …………  ……………………………………………………………………….…………….………….……………….   “Insane”  Happiness  (Value)   Ideal  Final  Result  (IFR)   Infinite  Shared  Happiness   “Invisible  Hand”    
  • 20. Disrup'on  Spot   Luxury  Spot   Strategic   Choice   Sweet  Spot   Customer  Experience   Blue  Ocean   Customer  Experience   Luxury  Spot   Customer  Experience   DisrupVon  Spot/Lean   Customer  Experience   CUSTOMER  EXPERIENCE,  VALUE  PROPOSITION,  JOB-­‐TO-­‐GET-­‐DONE,  AND  (VALUE)  FACTORS   Trade-­‐off  Map  of  Customer  Pain  vs.  Customer  Delight     (-­‐):  PAIN:  Cost;  Size;  Complexity;  Inaccessibility;  Delay   (+):  DELIGHT:     Func'onality;   Performance;   Quality;   Brand;   Customiza'on   Key   Valuable  Experience     Non-­‐valuable  Experience     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hXp://businessmodels.ning.com  &  hXp://twiXer.com/RodKuhnKing   Market  Segment  (Job-­‐To-­‐Get-­‐Done/Goal;  Product/Tool):  Entertainment  Industry   (Music):  Listen  to  music   “Insane”  Happiness  (Value)   Ideal  Final  Result  (IFR)   Infinite  Shared  Happiness   “Invisible  Hand”    
  • 21. AGRICULTURE  &  MINING  Industry   SERVICE  Industry   INFRASTRUCTURE/PLATFORM  Management   MANUFACTURING  Industry          PROFIT  MODELS:  STRATEGIES,  TACTICS,  AND  PATTERNS        How  Businesses  Really  Make  Money  and  Win  Business  Model  Compe88ons  in  the  Imita8on  Economy     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hXp://businessmodels.ning.com  &  hXp://twiXer.com/RodKuhnKing   q Asset  Sale   q Long  Tail   q Open  Source  Collabora'on   q Dona'on   q So`ware  as  a  Service   q Two-­‐sided  Market   q Asset  Sale   q Razor  Blade  (Bait  &  Switch)   q Subscrip'on  Fee     q Crowdsourcing   q Lending/Ren'ng/Leasing   q Licensing   q Licensing   q Brokerage   q Usage  Fee   q Asset  Sale   q Adver'sing   q Co-­‐crea'on   q Usage  Fee   q Mul'-­‐sided  Market  Placorm   q Ad  Network   q Outsourcing   q Ecosystem  Management   q Direct  Sale   q Indirect  Sale   q Offline   q Online   q Discount   q Tiered  Payment   q Auc'on   q Facilitated  Network   q Brand  Mul'plier   q Reverse  Auc'on   q Customiza'on   q Cross-­‐subsidiza'on  q Franchise   q Product  Leadership   q Automa'on  (Self-­‐service)   q Gamifica'on   q B2C   q B2B   q Pre-­‐Payment   q Fair            Pricing   q Community  (Hub)   q On  Demand   q DIY   q Unbundling   q Unbundling   q Bundling   q Free   GENERIC  PROFIT  MODELS         q P2P  Placorm   q Landlord   q Leasing   q 2nd  Hand   q  Luxury  Spot                (Differen'a'on)   q  Disrup'on  Spot                  (Low  Cost;  Lean)   q  Blue  Ocean                  (Value  Innova'on)   q Creator   q Distributor   q Broker   q  Sweet  Spot   q Product  Extension   q Opera'onal  Excellence   q Frac'onaliza'on   q Customer  In'macy   q Affiliates   What  industry  is  the  business  (or  customer)  in?   Who  is  the  customer-­‐protagonist  (most  dissa'sfied)?   What  is  the  customer  Job-­‐To-­‐Get-­‐Done?   What  is  the  profit  model  of  the  business  (customer)?   What  are  analogs  and  an'logs  of  the  profit  model?   q Shared  Value  
  • 22. Case  Study  on     The  3-­‐Act  Business  Model  Storyboard   An'que  Toy  Store                     How  a  New  An8que  Toy  Store  Owner  Made   An  Annual  Profit  of  $250,000    
  • 23. Generate  and  Test       QuanVfiable  Hypotheses  (AssumpVons)     That  Are  Based     On     Generic  Profitable  Models  
  • 24. Past  Reality   Business  Profit                 Present  Reality   Business  Profit               Future  Reality   Business  Profit                 3-­‐Act  Business  Model  (3BM)  Plan  for  AnVque  Toy  Store     4  Pivot  Ques'ons     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   Strategy   Short/Medium/Long-­‐term   WHAT  to  pivot?   TO  WHAT  to  pivot?   WHY  pivot?   HOW  to  pivot?  
  • 25. Past  Reality   Business  Profit                 Present  Reality   Business  Profit               Future  Reality   Business  Profit     (Desired  Annual  Profit:   $250,000)             Business   Model   (3-­‐Act)   Business   Model   (3-­‐Act)   Business   Model   (3-­‐Act)   Industry   Ecosystem   Market   Ecosystem   Business  Model   (3-­‐Act)   Macro-­‐Economic  Influencers   Key  Trends  &  Complementors   AnVque  Toy  Store’s     Mission/Vision/ Purpose/Ideals/   Ideal  Final  Result   For   Business   Profit     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   Strategy   Short/Medium/Long-­‐term   3-­‐Act  Business  Model  (3BM)  Plan  for  AnVque  Toy  Store     4  Pivot  Ques'ons  
  • 26. Disrup'on  Spot   Luxury  Spot   Strategic   Choice   Sweet  Spot   Profit  Model/   Strategy/   Value  Proposi'on   Blue  Ocean   Profit  Model/   Strategy/   Value  Proposi'on   Luxury  Spot   (“Differen'a'on”)   Profit  Model/   Strategy/   Value  Proposi'on   DisrupVon  Spot/Lean   (“Low  Cost”)   Profit  Model/   Strategy/   Value  Proposi'on   4  GENERIC  PROFIT  MODELS,  WINNING  STRATEGIES,  AND  VALUE  PROPOSITIONS  FOR  ANTIQUE  TOY  STORE   Trade-­‐off  Map  of  Cost  vs.  Revenue     (-­‐):  PAIN:  Cost   (+):  DELIGHT:   Revenue   Key   Profitable  Model     Unprofitable  Model     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hXp://businessmodels.ning.com  &  hXp://twiXer.com/RodKuhnKing   Market  Segment  (Job-­‐To-­‐Get-­‐Done/Goal;  Product/Tool):  Have  fun/entertainment   ü      “Insane”  Happiness  (Value)   Ideal  Final  Result  (IFR)   Infinite  Shared  Happiness   “Invisible  Hand”    
  • 27. Disrup'on  Spot   Luxury  Spot   Strategic   Choice   Sweet  Spot   Customer  Experience   Blue  Ocean   Customer  Experience   Luxury  Spot   Customer  Experience   DisrupVon  Spot/Lean   Customer  Experience   SCENARIOS  OF  CUSTOMER  EXPERIENCE  AND  (VALUE)  FACTORS  FOR  ANTIQUE  TOY  STORE   Trade-­‐off  Map  of  Customer  Pain  vs.  Customer  Delight     (-­‐):  PAIN:  Cost;  Size;  Complexity;  Inaccessibility;  Delay   (+):  DELIGHT:     Func'onality;   Performance;   Quality;   Brand;   Customiza'on   Key   Valuable  Experience     Non-­‐valuable  Experience     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hXp://businessmodels.ning.com  &  hXp://twiXer.com/RodKuhnKing   “Insane”  Happiness  (Value)   Ideal  Final  Result  (IFR)   Infinite  Shared  Happiness   “Invisible  Hand”     Market  Segment  (Job-­‐To-­‐Get-­‐Done/Goal;  Product/Tool):  Have  fun/entertainment  
  • 28. ENVIRONMENT     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   3-­‐Act  Business  Model  for  AnVque  Toy  Store   Bird’s  Eye  View   Create  Value   Deliver  Value   Share  (Capture)  Value  CORE  JOBS:   SATISFY  DEMAND   CREATE  DEMAND   GENERATE  PROFIT   VALUE   CREATION   MODEL   VALUE   PROPOSITION   MODEL  (ARENA)   VALUE  SHARING   (PROFIT)   MODEL   Innovator’s   Perspec8ve   Marketer’s   Perspec8ve   Investor’s   Perspec8ve  
  • 29.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL  (ARENA)   Inputs/Partners           Internal  Resources   Annual  Salary  of  2  Employees  =     2  ($8/hr  x  40x52)  =  $33,280   Rent  =  $30  per  sq  o;  3,100  sq  o   Total  Rent  =  30x3,100  =  $93,000   Inv.  =  10%  of  Sales  =$50,000   Processes/AcVviVes           Product/Value  ProposiVon   q “An8que”  Toys:   Average  price  per  toy:  $25   Annual  no.  of  toys  to  be  sold  =   Sale/Price  per  item  =  500,000/25  =   20,000   Channels  &  RelaVonships   Adver8sing  per  Sale  of  Toy=  $3   -­‐>  Total  Adver8sing  =     Annual  no.  of  sale  x  Ad  per  sale  =   10,000x3  =  $30,000     Customer/Job-­‐To-­‐Get-­‐Done   q Kids  (Parent/Family)  who  want   non-­‐electronic  entertainment   Average  no.  of  items  per  sale  =  2   Annual  no.  of  sales  =  20,000/2  =   10,000  (Monthly  sale  =  833  toys)   Cost  (Pain)   Annual  Allowable  Cost   =  Sale  –  Profit   =  $500,000  -­‐  $250,000   =  $250,000  (incl.  con8ngencies)     Revenue  (Delight)   Annual  Return  On  Sale  =  50%  =   Profit/Sale   -­‐>  Sale  (Revenue)  =  Profit/0.50   =  250,000/0.50  =  $500,000   (Pricing:  $25  per  item)   PROFIT  (VALUE)   Desired  Annual  Profit  =   $250,000     Desired  Profit  Margin  =  50%     3-­‐ACT  BUSINESS  MODEL   For  ANTIQUE  TOY  STORE   PROFIT   MODEL   Dream  Viability  Tes8ng  (DVT):   First,  Visualize  the  Desired   Profitability  of  Your  Business  Model   Source  of  Informa8on:  McGrath,  R.G.;  MacMillan,  I.C.  (2009)  Discovery-­‐Driven  Growth.  MassachuseXs:  Harvard  Business  Press.   “Reverse  Income  Statement”  
  • 30.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   Inputs/Partners   q Famous  Railroad  Museum   (nearby  proposed  store)   q Old  fashioned  toys     Internal  Resources   q Employees/Team   q Store  Facility   q Office  Equipment/Supplies   q Culture/Brand   Processes/AcVviVes   q Discover   q Plan   q Build   q Measure   q Learn   Product/Value  ProposiVon   q “An8que”  Toys:  old  fashioned   toys  like  model  trains  and  board   game   q Play  with  unique  toys  back  in   'me   Channels  &  RelaVonships   q Offline   q In-­‐store  Purchases     Customer/Job-­‐To-­‐Get-­‐Done   q Kids  (Parent/Family)   q Have  fun  playing  with  non-­‐ electronic  toys:  unique  old   fashioned  toys   Cost  (Pain)   High  Cost   q Salary  of  Employees   q Rent;  Inventory   q Office  Supplies;  U8li8es   q Marke8ng/Adver8sing   Revenue  (Delight)   High  Revenue   q Asset  Sale   •  Engagement   •  Acquisi'on;  Ac'va'on   •  Reten'on;  Referral;  Revenue   PROFIT  (VALUE)   q High  Profit  Margin         Dream  Viability  Tes8ng  (DVT):   Then,  Design  and  Test   Your  Value  Proposi'on  Model   Source  of  Informa8on:  McGrath,  R.G.;  MacMillan,  I.C.  (2009)  Discovery-­‐Driven  Growth.  MassachuseXs:  Harvard  Business  Press.   Business  Model  Resources   (Hypotheses)   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL  (ARENA)   PROFIT   MODEL   3-­‐ACT  BUSINESS  MODEL   For  ANTIQUE  TOY  STORE  
  • 31.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL  (ARENA)   PROFIT   MODEL   ENVIRONMENT   Dream  Viability  Tes8ng  (DVT):  Bird’s  Eye  View   W:  WEAKNESSES  (-­‐)    S:  STRENGTHS  (+)   O:  OPPORTUNITIES  (+)   T:  THREATS  (-­‐)   Value  &  SWOT  Analysis   3-­‐ACT  BUSINESS  MODEL   For  ANTIQUE  TOY  STORE  
  • 32.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   PROFIT   MODEL   E:  Eliminate    I:  Increase   C:  Create   R:  Reduce   “E.R.I.C.”  Value  Innova'on  Tac'cs   3-­‐ACT  BUSINESS  MODEL   For  ANTIQUE  TOY  STORE   Dream  Viability  Tes8ng  (DVT):  Bird’s  Eye  View  
  • 33.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL  (ARENA)   Industry  Ecosystem  (IE):  Supply   Market  Ecosystem  (ME):  Demand   Key  Trends  &  Complementors  (KTC):  PESTLIED  (-­‐/+)   Macro-­‐Economic  Influencers  (MEI):  Global  Economy   PROFIT   MODEL   4  Global  Environment  Forces  for  External  Fitness  Analysis   3-­‐ACT  BUSINESS  MODEL   For  ANTIQUE  TOY  STORE   Dream  Viability  Tes8ng  (DVT):  Bird’s  Eye  View  
  • 34.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL  (ARENA)   PROFIT   MODEL   Bargaining  Power  of  Suppliers   Bargaining  Power  of  Customers   Threat  of  New  Entrants   Threat  of  SubsVtute  Products  or  Services   Porter’s  5  Forces  for  Industry  Profitability  &  Fitness  Analysis   3-­‐ACT  BUSINESS  MODEL   For  ANTIQUE  TOY  STORE   Dream  Viability  Tes8ng  (DVT):  Bird’s  Eye  View  
  • 35. REVENUE  LIFECYCLE  PROFILE  (RLP)  -­‐  Simplified  Diagram   First,  Visualize  the  Desired  Profitability  of  Your  Business  Model     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hXp://businessmodels.ning.com  &  hXp://twiXer.com/RodKuhnKing   TIME     REVENUE   Birth  of  Idea/   Prototyping/TesVng/   Product-­‐Market  Fit   (Agility)   T1   (Full  Product   Launch)   T2   (Entry  of     Main  Compe'tor)   T3   (Compe''veness   Erosion)   Source  of  Informa8on:  McGrath,  R.G.;  MacMillan,  I.C.  (2009)  Discovery-­‐Driven  Growth.  MassachuseXs:  Harvard  Business  Press.   Blank,  S.;  Dorf,  B.  (2012)  The  Startup  Owner’s  Manual.  California:  K  &  S  Ranch,  Inc.     Stability/   Steady  State/Sustainability   (Op'miza'on/Exploita'on)   T4   (Product   Termina'on)   Customer  CreaVon   Company  Building  Customer  Development     Customer  ValidaVon  
  • 36. COST  LIFECYCLE  PROFILE  (CLP)  –  Simplified  Diagram   First,  Visualize  the  Desired  Profitability  of  Your  Business  Model     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hXp://businessmodels.ning.com  &  hXp://twiXer.com/RodKuhnKing     COST   T1   (Full  Product   Launch)   T2   (Entry  of     Main  Compe'tor)   T3   (Compe''veness   Erosion)   TIME  T4   (Product   Termina'on)   Source  of  Informa8on:  McGrath,  R.G.;  MacMillan,  I.C.  (2009)  Discovery-­‐Driven  Growth.  MassachuseXs:  Harvard  Business  Press.   Blank,  S.;  Dorf,  B.  (2012)  The  Startup  Owner’s  Manual.  California:  K  &  S  Ranch,  Inc.     Customer  Development     Customer  ValidaVon   Customer  CreaVon   Company  Building   Birth  of  Idea/   Prototyping/TesVng/   Product-­‐Market  Fit   (Agility)  
  • 37. The  3-­‐Act  Business  Model  Storyboard   A  Quick  and  Inexpensive  Toolkit  for  Tes8ng  the  Viability  of  Ideas  
  • 38. WHAT  to  pivot?       TO  WHAT  to  pivot?           HOW  to  pivot?       WHY  pivot?   4  Pivot  QuesVons       #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hXp://businessmodels.ning.com  &  hXp://twiXer.com/RodKuhnKing   4  PIVOT  QUESTIONS  FOR  THE  3-­‐ACT  BUSINESS  MODEL  (3BM)  PLAN   Pivot  Management  Story  for  Dream  Valida'on  Tes'ng  
  • 39.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hXp://businessmodels.ning.com  &  hXp://twiXer.com/RodKuhnKing   3-­‐ACT  BUSINESS   MODEL  (3BM)   STORYBOARD:   Visual  Checklist   BUSINESS  MODEL   BUSINESS  MODEL   ENVIRONMENT    VALUE   CREATION   MODEL   VALUE   PROPOSITION   MODEL   PROFIT   (SHARED  VALUE)   MODEL   Discover   (Iden'fy/Define/List/   Analyze)         Plan   (Design/Hypothesize/ Generate/Brainstorm)         Build   (Do/Test/Prototype/   Demo/Pilot/Execute)         Measure   (Check/Evaluate/   Validate  Impact:   Delight/Pain)         Learn   (Lessons/Insights/   To  Do)   THE  5  STAGES  OF  USING  THE  3-­‐ACT  BUSINESS  MODEL  STORYBOARD          Discover.  Plan.  Build.  Measure.  Learn  
  • 40. THE  5  STAGES  OF  USING  THE  3-­‐ACT  BUSINESS  MODEL  STORYBOARD          Discover.  Plan.  Build.  Measure.  Learn     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hXp://businessmodels.ning.com  &  hXp://twiXer.com/RodKuhnKing   3-­‐ACT  BUSINESS   MODEL  (3BM)   STORYBOARD:   Visual  Checklist   BUSINESS  MODEL   BUSINESS  MODEL   ENVIRONMENT    VALUE   CREATION   MODEL   VALUE   PROPOSITION   MODEL   PROFIT   (SHARED  VALUE)   MODEL   Discover   (Iden'fy/Define/List/   Analyze)   q  Team  Members   q  Core   Competences/ Capabili8es   q  Key  Processes/            Ac8vi8es   q  Internal   Resources   q  Market  (Study/   Research/Trends/ Segmenta8on)   q  Customer  Personas   q  Customer  Obstacles/   Job-­‐To-­‐Get-­‐Done   q  Business  Vision/Goal/ Job-­‐To-­‐Get-­‐Done   q  Targeted  Profit     q  Profit  Margin   q  Revenue  (Pricing)   q  Cost   q  Return  on  Assets   q  Profit  Model   Strategies/Tac8cs/            PaXerns   q  Industry  Classifica8on  &  Size   q  Industry  (AXrac8veness/Value)   Analysis,  Trends,  and  Opportuni8es   q  Compe8tor  Analysis  (Nearest   Compe8tor  Offers)  &  Strategy   q  Partners/Collaborators   q  Related  Communi8es   q  Lifecycle  Investment  Plan/Sponsors   Plan   (Design/Hypothesize/ Generate/Brainstorm)   q  Product/Service   q  Processes   q  Team/Culture   q  Int.  Resources   q  Value  Proposi8on   q  Customer  Obstacles/   Job-­‐To-­‐Get-­‐Done   q  Channels/Landing  Page   q  Profit  Margin   q  Revenue  (Pricing)   q  Cost   q  Customer  Behavior   q  “Unfair”  Compe88ve  Advantage   q  Compe88ve  Strategy  &  Tac8cs   q  Marke8ng  Strategy  &  Tac8cs   Build   (Do/Test/Prototype/   Demo/Pilot/Execute)   q  Product/Service   q  Processes   q  Team/Culture   q  Int.  Resources   q  Value  Proposi8on   q  Customer  Obstacles/   Job-­‐To-­‐Get-­‐Done   q  Channels/Landing  Page   q  Profit  Margin   q  Revenue  (Pricing)   q  Cost   q  Customer  Behavior   q  “Unfair”  Compe88ve  Advantage   q  Compe88ve  Strategy  &  Tac8cs   q  Marke8ng  Strategy  &  Tac8cs     Measure   (Check/Evaluate/   Validate  Impact:   Delight/Pain)   q  Product/Service   q  Processes   q  Team/Culture   q  Int.  Resources   q  Value  Proposi8on   q  Customer  Obstacles/   Job-­‐To-­‐Get-­‐Done   q  Channels/Landing  Page   q  Profit  Margin   q  Revenue  (Pricing)   q  Cost   q  Customer  Behavior   q  “Unfair”  Compe88ve  Advantage   q  Compe88ve  Strategy  &  Tac8cs   q  Marke8ng  Strategy  &  Tac8cs     Learn   (Lessons/Insights/   To  Do)   q  “Unfair”  Compe88ve  Advantage   q  Compe88ve  Strategy  &  Tac8cs   q  Marke8ng  Strategy  &  Tac8cs  
  • 41.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   Inputs/Partners           Internal  Resources           Processes/AcVviVes           Product/Value  ProposiVon           Channels  &  RelaVonships           Customer/Job-­‐To-­‐Get-­‐Done           Cost  (Pain)           Revenue  (Delight)           PROFIT  (VALUE)           PROFIT   MODEL   Dream  Viability  Tes8ng  (DVT):   First,  Visualize  the  Desired   Profitability  of  Your  Business  Model    3-­‐ACT  BUSINESS  MODEL   Worm’s  Eye  View   (Each  sub-­‐model  consists  of  3  panels)    
  • 42.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   Inputs/Partners   q What  material,  informa'on,   and  capital  are  needed  prior   to  launching  product?   q What  partners/alliances  are   needed?     Internal  Resources   q Who  are  team  members?   q What  hard  assets  (equip-­‐ ment/infra’)  will  are  needed   prior  to  launching  product?   q What  technology  is  needed?     Processes/AcVviVes   q What  are  development   ac8vi8es  that  must  be   completed  prior  to  launching   product/service/tool?     Product/Value  ProposiVon   q What  product/service/tool  will   customer  use  and/or  buy?   q Why  will  customer  buy  product/ service/tool?       Channels  &  RelaVonships   q How  will  product/service/tool   be  delivered  to  customer?   q What  sort  of  rela8onship  will   business  have  with  customer?   q How  will  customer  be  engaged,   acquired,  and  retained?   Customer/Job-­‐To-­‐Get-­‐Done   q What  customer  will  use  and/or   buy  product/service/tool?   q What  job  is  customer  trying  to   get  done?  What  are  obstacles?   q What  is  customer  pain?   q What  is  customer  delight?       Cost  (Pain)   q At  what  price  will  customer   buy  product/service/tool?   q What  effort  will  customer   expend  in  buying  product?   q What  is  customer  acqu.  cost?   q What  is  annual  total  cost?   Revenue  (Delight))   q How  soon  will  customer  buy?   q How  many  and  o`en  will   customer  buy?     q How  will  customer  pay?   q What  will  be  annual  total   revenue?   PROFIT  (VALUE)   q What  will  be  the  annual   profit  margin?   q What  will  be  the  annual   profit?       3-­‐ACT  BUSINESS  MODEL   …………………………………………………..   PROFIT   MODEL   Dream  Viability  Tes8ng  (DVT):   Ques'ons   Note:  The  above  ques8ons  are  based  on  John  Mullins  and  Randy  Komisar’s  book,  “Geyng  to  Plan  B”  
  • 43.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   VALUE  CREATION  MODEL   (“Build”)   VALUE  PROPOSITION  MODEL   (“Discover”;  “Plan”)   Inputs/Partners   q Materials/Supplies   q Informa8on   q Investment  Capital   q Strategic  Alliances/Partners   q Co-­‐creators/Contractors     Internal  Resources   (Physical/Intellectual/Emo'onal/ Spiritual  Resources)   q Employees   q Machinery/Infra’  Facili8es   q Technology/IP   q Brand/Culture   Processes/AcVviVes   q Discover   q Plan   q Build   q Measure   q Learn   Product/Value  ProposiVon   q Value  Proposi8on  Requirements   q Value  Proposi8on  Statement   q Product/Service/Tool:  Features       Channels  &  RelaVonships   q Online  Channels   q Offline  Channels         Customer/Job-­‐To-­‐Get-­‐Done   q Customer-­‐Protagonist   q Stage  (Arena);  Conflict  Zone   q Cri8cal  Problem   q Task/Job-­‐To-­‐Get-­‐Done/Quest   q Constraints/Obstacles   q Success  Criteria  (Outcomes)   Cost  (Pain)   q Cost  of  Customer  Acquisi8on   q Total  Cost   q Opera'ng  Cost   q Working  Capital       Revenue  (Delight)   q E:  Engagement   q A:  Acquisi8on   q A:  Ac8va8on   q R:  Reten8on   q R:  Referral   q R:  Revenue   PROFIT  (VALUE)   q High  Profit  Margin  (Price):   Low  Volume;  Low  Velocity   q Low  Profit  Margin  (Price):   High  Volume;  High  Velocity   q Gross  Margin   q Customer  Life8me  Value   PROFIT  MODEL   (“Measure”)   Dream  Viability  Tes8ng  (DVT):   Checklist    3-­‐ACT  BUSINESS  MODEL   (“Learn”)  
  • 44.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   VALUE  CREATION  MODEL:   COST  REDUCTION   VALUE  PROPOSITION  MODEL:   REVENUE  INCREASE   Inputs/Partners   q Co-­‐crea8on;  Social  Media   q Open  Source  Collabora8on   q Crowd-­‐funding/sourcing   q Frac8onaliza8on/Co-­‐owner   q Investor/Sponsor/Donor   q Mergers  &  Acquisi8ons   Internal  Resources   (Physical/Intellectual/Emo'onal/ Spiritual  Resources)   q Creator;  Broker;  Landlord   q Peer-­‐to-­‐Peer  Pla|orm   q Facilitated  Network   q Patents  (“Fences”;  Barriers)     Processes/AcVviVes   q Opera8onal  Excellence;  JIT   q Automa8on  (Self-­‐service/DIY)   q Gamifica8on;  Digitaliza8on   q Ecosystem  Management   q Problem  Solving;  Consul8ng   q Compe88ve  Strategies   Product/Value  ProposiVon   q Asset  Sale/Direct  Sale   q Product  Leadership/Extension   q Used/2nd  Hand  Product;  Bargain   q Customiza8on  (Value  Factors)   q Bundling/Unbundling   q Product/Sooware  as  a  Service   Channels  &  RelaVonships   q Offline/Online;  (In)direct  Sale   q Franchise;  Licensing;  Affiliates   q Distributor;  Disintermediator   q Ad  Network;  Brand  Mul8plier   q Aggrega8on/Disaggrega8on   q Auc8on/Reverse  Auc8on   Customer/Job-­‐To-­‐Get-­‐Done   q Customer  In8macy/Loyalty   q B2B;  B2C   q Long  Tail;  Community  (Hub)   q Two-­‐sided  Market  (Segments)   q Mul8-­‐sided  Market  (Pla|orm)   q Luxury/Mass  Market/Niche   Cost  (Pain)   q Outsourcing;  Specializa8on   q Group  Deals   q Lending/Ren8ng/Leasing   q Cross-­‐subsidiza8on   q Frac8onaliza8on/Co-­‐owner     Revenue  (Delight)   q Pre-­‐payment;  Amor8za8on   q Discount;  Dynamic  Pricing   q Razor  Blade  (“Bait  &  Switch”)   q Usage  Fee;  Subscrip8on  Fee   q Tiered  Payment;  Freemium   q Dona8on;  Free   PROFIT  (VALUE)   q Shared  Value  (Profit)   q Transient  Compe88ve  Adv.   q Sustainable  Compe88ve  Adv.   q Red  Ocean;  Low  Cost/Margin   q Blue  Ocean;  Luxury  Spot   q Disrup8ve  Innova8on  Spot   PROFIT  MODEL:   PROFIT  INCREASE   Dream  Viability  Tes8ng  (DVT):   Paserns/Tac'cs     51  BUSINESS  PROFIT  PATTERNS   (Business  Model  Choices  for  Compe''ve  Advantage)  
  • 45.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   3-­‐ACT  BUSINESS  MODEL  STORYBOARD    Bird’s  Eye  View  (Business  Model  Chain:  Macro-­‐Logic)   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires  
  • 46.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   3-­‐ACT  BUSINESS  MODEL  STORYBOARD   Eagle’s  Eye  View  (Business  Model  Tree  –  Hierarchical  Decomposi'on  of  Macro-­‐Logic)   Product/Value  ProposiVon         Channels  &  RelaVonships         Customer/Job-­‐To-­‐Get-­‐Done         Inputs/Partners         Internal  Resources         Processes/AcVviVes         Cost  (Pain)         Revenue  (Delight)         PROFIT  (VALUE)        
  • 47.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   3-­‐ACT  BUSINESS  MODEL  STORYBOARD   Eagle’s  Eye  View  (Generic  Business  Model  Network:  Meso-­‐Logic)   Product/Value  ProposiVon         Channels  &  RelaVonships         Customer/Job-­‐To-­‐Get-­‐Done         Inputs/Partners         Internal  Resources         Processes/AcVviVes         Cost  (Pain)         Revenue  (Delight)         PROFIT  (VALUE)        
  • 48.   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   VALUE  CREATION   MODEL   VALUE  PROPOSITION   MODEL   VALUE  SHARING   (PROFIT)  MODEL   delivers   requires   drives   requires   3-­‐ACT  BUSINESS  MODEL  STORYBOARD   Eagle’s  Eye  View  (Generic  Business  Model  Network:  Meso-­‐Logic)   Product/Value  ProposiVon         Channels  &  RelaVonships         Customer/Job-­‐To-­‐Get-­‐Done         require(s)   sa'sfy/ies   require(s)   sa'sfy/ies   Inputs/Partners         Internal  Resources         Processes/AcVviVes         require(s)   affect(s)   require(s)   deliver(s)   Cost  (Pain)         Revenue  (Delight)         PROFIT  (VALUE)         requires   drive(s)   delights  
  • 49. AGRICULTURE  &  MINING  Industry   SERVICE  Industry   INFRASTRUCTURE/PLATFORM  Management   MANUFACTURING  Industry          PROFIT  MODEL  CLASSIFICATION  SYSTEM  (PMCS)    -­‐  By  Industry  (Categories  of  Products/Services)            How  Businesses  Really  Make  Money  and  Win  Business  Model  Compe88ons  in  the  Imita8on  Economy     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hXp://businessmodels.ning.com  &  hXp://twiXer.com/RodKuhnKing   GENERIC  POFIT  MODELS         What  industry  is  the  business  (or  customer)  in?  
  • 50. AGRICULTURE  &  MINING  Industry   SERVICE  Industry   INFRASTRUCTURE/PLATFORM  Management   MANUFACTURING  Industry          PROFIT  MODEL  CLASSIFICATION  SYSTEM  (PMCS)    -­‐  By  Sector  of  Industry  (Categories  of  Products/Services)      How  Businesses  Really  Make  Money  and  Win  Business  Model  Compe88ons  in  the  Imita8on  Economy     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hXp://businessmodels.ning.com  &  hXp://twiXer.com/RodKuhnKing   GENERIC  PROFIT  MODELS         q Healthcare,  Life  Sciences,  and  Pharmaceu'cals   q Chemicals  Manufacturing   q Autos,  Trucks,  Trains,          Ships,  and  Other  Vehicles   q Consumer  Products  Manufacturing   q Aerospace  &          Defense   q Food,  Beverage,  and  Tobacco  Manufacturing   q Mining,  Metals,  Energy,  U'li'es,  and          Environmental  Services   q Agriculture,  Forestry,  Fishing,          and  Hun'ng   q Insurance     q Food  Services  &  Lodging   q Construc'on  &  Eng.   q Healthcare   q Banking,  Fin.          Markets  &  Services   q Consumer,  Educa'on,  Real          Estate  and  Public  Services   q IT   Services   q Business  &  Consul'ng  Services   q Retail   q Media  &  Entertainment     Note:  The  above  descrip8on  of  sectors  is  based  on  the  IBBCS;  see  hXp://www.industrybuildingblocks.com/Industry-­‐Groups.php       q Travel   What  industry  is  the  business  (or  customer)  in?   Who  is  the  customer-­‐protagonist  (most  dissa'sfied)?   What  is  the  customer  Job-­‐To-­‐Get-­‐Done?   What  is  the  profit  model  of  the  business  (customer)?   What  are  analogs  and  an'logs  of  the  profit  model?  
  • 51. Past  Reality     Business  Profit                 Present  Reality   Business  Profit               Future  Reality   Business  Profit                 Business   Model   (3_Act)   Business   Model   (3-­‐Act)   Business   Model   (3-­‐Act)   Industry   Ecosystem   Market   Ecosystem   Business  Model   (3-­‐Act)   Macro-­‐Economic  Influencers   Key  Trends  &  Complementors   Mission/Vision/ Purpose/Ideals/   Ideal  Final  Result   For   Business   Profit     #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   Strategy   Short/Medium/Long-­‐term   3-­‐Act  Business  Model  (3BM)  Plan     4  Pivot  Ques'ons  
  • 52. Past  Reality   Business  Profit                 Present  Reality   Business  Profit               Future  Reality   Business  Profit                   #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing   Strategy   Short/Medium/Long-­‐term   WHAT  to  pivot?   TO  WHAT  to  pivot?   WHY  pivot?   HOW  to  pivot?   3-­‐Act  Business  Model  (3BM)  Plan     4  Pivot  Ques'ons  
  • 53.                 Is  Your  Dream  Business  Idea  Viable?       #VPGen.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hap://businessmodels.ning.com  &  hap://twiaer.com/RodKuhnKing