Dynamic Business Model Visualizations: Instantly Facilitate LIVELY Business Model Conversations Using the 3 Acts of a Business Model Storyboard

Past

(Storyboard)

Present

(Storyboard)

Future

(Storyboard)

GLOBAL
3-‐ACT
BUSINESS
MODEL
(G3BM)
PLAN

3
Storyboards
and
a
North
Star

#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h:p://businessmodels.ning.com
&
h:p://twi:er.com/RodKuhnKing

ULTIMATE

JOB-‐TO-‐GET
DONE
(GOAL):

AspiraAons/MoAvaAon/

Mission/Vision/Purpose/

Ideals/Ideal
Trade-‐oﬀ/

Ideal
Final
Result/

Shared
Value

For

Object
Or

System

Short/Medium/Long-‐term

Industry/Market/Niche/Arena/Zone:

……………………………………………………………………………………….

Storyboard

[stawr-‐ee-‐bawrd]

noun

1.  a
graphic
organizer
in
the
form
of
illustraNons
or
images
displayed
in
sequence

for
the
purpose
of
pre-‐visualizing
a
moNon
picture,
animaNon,
moNon
graphic
or

interacNve
media
sequence
(Wikipedia)

2.  a
panel
or
series
of
panels
of
rough
sketches
outlining
the
scene
sequence
and

major
changes
of
acNon
or
plot
in
a
producNon
to
be
shot
on
ﬁlm
or
video

(American
Heritage
DicFonary)

3.  a
storyboard,
which
has
a
system-‐environment
structure,
has
a
fractal
property:

“a
storyboard
is

a
storyboard
of
storyboards
is

a
storyboard
of
storyboards
is
…”

Scene

[seen]

Noun

1.  a
part
of
acNon
in
a
single
locaNon
in
a
TV
or
movie,
composed
of
a
series
of

shots
(Wikipedia)

2.  the
place
where
an
acNon
or
event
occurs
(American
Heritage
DicFonary)

3.  a
scene
can
be
part
of
a
storyboard
or
an
act

Always

Start
With

A
Hero’s
Trade-‐oﬀ
Scene:

“Customer
Job-‐To-‐Get-‐Done”

Past

Job-‐To-‐Get
Done

Present

Job-‐To-‐Get-‐Done

Future


GLOBAL
3-‐ACT
BUSINESS
MODEL
(G3BM)
PLAN
for
CUSTOMER
JOB-‐TO-‐GET-‐DONE
(JTGD)

3
Scenes
and
a
North
Star

#VPGen.
Dr.
Rod
King.
&
&

ULTIMATE

JOB-‐TO-‐GET
DONE
(GOAL)

Past

Job-‐To-‐Get
Done

Present


Future


#VPGen.
Dr.
Rod
King.
&
&

(Task)

-‐
+

(Task)

-‐
+

ULTIMATE

JOB-‐TO-‐GET
DONE
(GOAL)


……………………………………………………………………………………….

(Task)

-‐
+

GLOBAL
3-‐ACT
BUSINESS
MODEL
(G3BM)
PLAN
for
CUSTOMER
(JTGD)

3
Scenes
and
a
North
Star

Trade-‐oﬀ
Scene
for

#VPGen.
Dr.
Rod
King.
&
h]p://businessmodels.ning.com
&
h]p://twi]er.com/RodKuhnKing

(TASK)

(P.I.E.S.:
Physical/Intellectual/EmoNonal/Spiritual)

-‐

+

ENVIRONMENT

Trade-‐off
Scene
for

#VPGen.
Dr.
Rod
King.
&
&

(TASK)

(P.I.E.S.:
Physical/Intellectual/EmoNonal/Spiritual)

-‐

+

ENVIRONMENT

Undesired
Effects/Impacts/Outcomes/Results
Desired

Format
1

Verb
+
Noun-‐Object
+
Contextual
Clarifier

(Physical/Intellectual/EmoFonal/Spiritual
Job
@
Home/School/Work/Outdoor/Vehicle/Everywhere
@
Time

While
Minimizing
(Undesired
Effects)
and
Maximizing
(Desired
Effects)

Format
2

[Person]
wants
to
[Job-‐To-‐Get-‐Done]
in
[Context/Environment/Arena/Zone]

Eliminate
Reduce
Increase
Create

Past

Job-‐To-‐Get
Done

Present


Future


#VPGen.
Dr.
Rod
King.
&
&


(Task)

-‐
+

(Task)

-‐
+

(Task)

-‐
+

Before
Trade-‐off
Scene
During
Trade-‐off
Scene
AYer
Trade-‐off
Scene

ULTIMATE

JOB-‐TO-‐GET
DONE
(GOAL):



Ideals/Ideal
Trade-‐off/

Ideal
Final
Result/

Shared
Value

For

Object
Or

System


……………………………………………………………………………………….

GLOBAL
3-‐ACT
BUSINESS
MODEL
(G3BM)
PLAN
for
CUSTOMER
(JTGD)

3
Scenes
and
a
North
Star

Past

(“Done”)

Present

(“Doing”)

Future

(“To
Do”)

What
WAS

Job-‐to-‐Get-‐Done

(JTGD):
Physical/

Intell./EmoFonal/

Spiritual?

What
WILL/

MUST
Be
Job-‐To-‐
Get
Done:
Physical/

Intell./EmoFonal/

Spiritual?

What
IS


(JTGD):
Physical/

Intell./EmoFonal/

Spiritual?

#VPGen.
Dr.
Rod
King.
&
&

TacAcs/ExecuAon

How
to
get
to

Desired
Job-‐To-‐Be-‐Done:

Physical/Intell./EmoFonal/

Physical?

ULTIMATE

JOB-‐TO-‐GET
DONE
(GOAL):



Ideals/Ideal
Trade-‐off/

Ideal
Final
Result/

Shared
Value

For

Object
Or

System

Before
Trade-‐off
Scene
During
Trade-‐off
Scene
AYer
Trade-‐off
Scene


……………………………………………………………………………………….

GLOBAL
3-‐ACT
BUSINESS
MODEL
(G3BM)
PLAN
for
CUSTOMER
(JTGD)

3
Scenes
and
a
North
Star

Then,

Proceed
With

Global
3-‐Act
Business
Model
(G3BM)

Plan

for

“Business
Model
InnovaAon”

Finally,

Explore
and
Validate
Riskiest
Part

of

Global
3-‐Act
Business
Model
(G3BM)

Plan

for

“Business
Model
InnovaAon”

Business
Model

[biz-‐nis

mod-‐l]

Term

Business-‐centric
DefiniNon

1.  Business
model
is
a
schema
or
game
that
tells
a
story
of
how
a
business

creates,
delivers,
and
captures
value
(or
makes
profit)

Customer-‐centric
DefiniNon

2.  Business
model
is
a
schema
or
game
that
tells
a
story
of
how
a
business
creates,

delivers,
and
shares
value
especially
with
a
targeted
customer
segment

3.
Business
model
is
a
schema
or
game
that
tells
a
story
of
how
a
business
helps

its
customers
to
achieve
their
goals,
meet
their
needs,
avoid
problems,
resolve

trade-‐offs,
and/or
get
jobs
done
while
obtaining
higher
value
especially
by

managing
trade-‐offs:
using
tools
to
minimize
pain
(undesirable
effects/outcomes)

and
maximize
delight
(desirable
effects/
outcomes)

Past

(“As
Was”)

Present

(“As
Is”)

Future

(“To
Be”)

What
WAS

performance
of

business
(model/

system)?

What
WILL/

MUST
be

performance
of

business
(model/

system)?

What
IS

performance
of

business
(model/

system)?

Strategy/ExecuAon

How
SHOULD

business
(model/system)
get

to
desired
performance?

#VPGen.
Dr.
Rod
King.
&
&

Before
Storyboard
During
Storyboard
AYer
Storyboard

ULTIMATE

JOB-‐TO-‐GET
DONE
(GOAL):



Ideals/Ideal
Trade-‐oﬀ/

Ideal
Final
Result/

Shared
Value

For

Object
Or

System


……………………………………………………………………………………….

GLOBAL
3-‐ACT
BUSINESS
MODEL
(G3BM)
PLAN
for
CUSTOMER
(JTGD)

3
Scenes
and
a
North
Star

Past

(“Done”)

Global
Business
Model

Present

(“Doing”)

Global
Business
Model

Future

(“To
Do”)

Global
Business
Model

#VPGen.
Dr.
Rod
King.
&
&

3-‐Act

Business
Model

3-‐Act

Business
Model

3-‐Act

Business
Model

Strategy/ExecuAon

How
SHOULD

business
(model/system)
get

to
desired
performance?

ULTIMATE

JOB-‐TO-‐GET
DONE
(GOAL):



Ideals/Ideal
Trade-‐oﬀ/

Ideal
Final
Result/

Shared
Value

For

Object
Or

System

Before
Storyboard
During
Storyboard
AYer
Storyboard


……………………………………………………………………………………….

GLOBAL
3-‐ACT
BUSINESS
MODEL
(G3BM)
PLAN
for
CUSTOMER
(JTGD)

3
Scenes
and
a
North
Star

ENVIRONMENT

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Universal
RepresentaNon
of
a
Business
Model
(Story/System)

#VPGen.
Dr.
Rod
King.
&
&

BUSINESS
MODEL

(Story/System)

ENVIRONMENT

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Macro-‐Business
(Bird’s
Eye)
Modeling

#VPGen.
Dr.
Rod
King.
&
&

VALUE
CREATION

MODEL

(Product
InnovaNon)

VALUE

PROPOSITION

MODEL

(MarkeNng)

VALUE
SHARING

MODEL

(Proﬁtability)

BUSINESS
MODEL

(Story/System)

LEARNING

ENVIRONMENT

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Macro-‐Business
(Bird’s
Eye)
Modeling

#VPGen.
Dr.
Rod
King.
&
&

VALUE
CREATION

MODEL

(Product
InnovaNon)

VALUE

PROPOSITION

MODEL

(MarkeNng)

VALUE
SHARING

MODEL

(Proﬁtability)

BUSINESS
MODEL

(Story/System)

LEARNING

drives
requires

ENVIRONMENT

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Meso-‐Business
(Eagle’s
Eye)
Modeling

#VPGen.
Dr.
Rod
King.
&
&

Suppliers/

Partners

Processes/

AcNviNes

VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL

Customers

Value

ProposiAon

(Plot)

Cost

(Structure)

Core

Competence

SHARED
VALUE
(PROFIT)
MODEL

BUSINESS
MODEL

(Story/System)

Revenue

(Streams)

Shared

Value

Internal

Resources

(Employees;
Tech.;
Infra.;
etc.)

Proﬁt

(Margin)

Product/

Service

LEARNING


drives
requires

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Scenes
of
the
3-‐Act
Business
Model
(Story)
&
4
Industry
(Local
Env.)
“Forces”

#VPGen.
Dr.
Rod
King.
&
&

Suppliers/

Partners

Processes/

AcNviNes

VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL

Customers

Value

ProposiAon

(Plot)

Cost

(Structure)

Core

Competence

SHARED
VALUE
(PROFIT)
MODEL

BUSINESS
MODEL

(Story/System)

Revenue

(Streams)

Shared

Value

Internal

Resources

(Employees;
Tech.;
Infra.;
etc.)

Proﬁt

(Margin)

Product/

Service

Bargaining
Power
of
Suppliers

Bargaining
Power
of
Customers

Threat
of
New
Entrants

LEARNING

Threat
of
SubsAtute
Products


drives
requires

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Scenes
of
the
3-‐Act
Business
Model
(Story)
&
4
Global
Environment
“Forces”

#VPGen.
Dr.
Rod
King.
&
&

Suppliers/

Partners

Processes/

AcNviNes

VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL

Customers

Value

ProposiAon

(Plot)

Cost

(Structure)

Core

Competence

SHARED
VALUE
(PROFIT)
MODEL

BUSINESS
MODEL

(Story/System)

Revenue

(Streams)

Shared

Value

Internal

Resources

(Employees;
Tech.;
Infra.;
etc.)

Proﬁt

(Margin)

Product/

Service

Industry
Ecosystem
(IE):
Supply

Market
Ecosystem
(ME):
Demand

Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)

LEARNING

Macro-‐Economic
Inﬂuencers
(MEI):
Global
Economy


Topics
of
the
Environment
are
mainly
adapted
from
The
Business
Model
Environment
(www.businessmodelgeneraNon.com)

drives
requires

#VPGen.
Dr.
Rod
King.
&
&

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
for
4
Industry
(Local
Environment)
Forces

BUSINESS
MODEL

(Story/System)

Bargaining
Power
of
Suppliers

Bargaining
Power
of
Customers

Threat
of
New
Entrants

Threat
of
SubsAtute
Products

Industry
Ecosystem
(IE):
Supply

Market
Ecosystem
(ME):
Demand

Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/0/+)

Macro-‐Economic
Inﬂuencers
(MEI):
Global
Economy

#VPGen.
Dr.
Rod
King.
&
&

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
for
4
Global
Environment
“Forces”

BUSINESS
MODEL

(Story/System)

Topics
of
the
Environment
are
mainly
adapted
from
The
Business
Model
Environment

#VPGen.
Dr.
Rod
King.
&
&

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
(Mindmap/Tree)
for
3-‐Act
Business
Model

ENVIRONMENT

LEARNING

BUSINESS
MODEL

(Story/System)

Value
CreaAon

Act

Value
ProposiAon-‐and-‐

Delivery

Act

Value
Sharing

Act

Value

ProposiAon

(Plot)

Core

Competence

Shared

Value

Suppliers/

Partners

Processes/

AcNviNes

Customers

Cost

(Structure)

Revenue

(Streams)

Internal

Resources

(Employees;
Tech.;
Infra.;
etc.)

Proﬁt

(Margin)
Product/

Service

Channels/

CRM


#VPGen.
Dr.
Rod
King.
&
&

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
for
3-‐Act
Business
Model

ENVIRONMENT

VALUE
PROPOSITION
ACT
VALUE
CREATION
ACT

SHARED
VALUE
ACT

(-‐)
(+)

#VPGen.
Dr.
Rod
King.
&
&

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
for
Problem-‐Solving
Cycle

ENVIRONMENT

Problem
Plan
Build

Measure

(-‐)
(+)

#VPGen.
Dr.
Rod
King.
&
&

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
for
Universal
Job
Map
(Be:encourt,
2010)

ENVIRONMENT

Locate
Deﬁne

(Plan)

Execute

Conﬁrm

Prepare

Monitor

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
for
Trade-‐oﬀ
Scene

#VPGen.
Dr.
Rod
King.
&
&

-‐

+

ENVIRONMENT

ENVIRONMENT

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
for
Global
Business
Model
Canvas

#VPGen.
Dr.
Rod
King.
&
&

BUSINESS
MODEL
CANVAS

LEARNING

(-‐)
(+)

#VPGen.
Dr.
Rod
King.
&
&

ENVIRONMENT

Pain:

Cost
(Structure)

Delight:

Revenue
(Streams)

Suppliers/Partners

Value

ProposiAon

(Plot)

Product/

Service

Processes/AcAviAes

Internal
Resources

(Employees;
Tech.;
Infra.;
etc.)

Customers

Channels/CRM

Job-‐To-‐Get
Done

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD:
Worksheet
for
Canvas

Reference:
“Business
Model
GeneraNon”
by
Alexander
Osterwalder
&
Yves
Pigneur;
see

Disrup(on
Spot

Luxury
Spot

Strategic

Choice

Sweet
Spot

Value
ProposiNon

Blue
Ocean

Value
ProposiNon

Luxury
Spot

(“DifferenFaFon”)

Value
ProposiNon

DisrupAon
Spot/Lean

(“Low
Cost”)

Value
ProposiNon

TRADE-‐OFF
MAP
OF
9
ARCHETYPAL
VALUE
PROPOSITIONS

Profitable
vs.
Unprofitable
Value
ProposiFons
(Strategies/Business
Models)

Michael
Porter:
“The
essence
of
strategy
is
to
find
a
different
[but
profitable]
value
proposiNon”

Volcano

Value
ProposiNon

Green
Ocean

Value
ProposiNon

Red
Ocean

Value
ProposiNon

No-‐Man’s-‐Island

Value
ProposiNon

Oasis

(‘Stuck-‐in-‐the-‐middle’)

Value
ProposiNon

(-‐):
PAIN:
Cost;
Time;
Complexity;
Inaccessibility;
Inconvenience;
Size;

Defect;
Waste;
Risk

(+):
DELIGHT:

Benefit,
e.g.,

Performance;

Quality;

Cachet/Status;

Novelty;

InteracNvity;

CustomizaNon

Key

Profitable
Value
ProposiNon

Unprofitable
Value
ProposiNon

“Insane”
Happiness
(Value)

Ideal
Final
Result
(IFR)

Infinite
Shared
Happiness

#VPGen.
Dr.
Rod
King.
&
&

Market
Segment
(Job-‐To-‐Get-‐Done/Goal;
Product/Tool):
………………..…..……..…….
…………
……………………………………………………………………….…………….………….……………….

VALUE
PROPOSITION
MODEL
(VPM)
CHECKLIST

QuesFons
for
Designing,
Managing,
and
TesFng
a
MagneFc
Value
ProposiFon

4
Categories
of
QuesAons
for
Designing,
Managing,
and
TesAng
a
MagneAc
Value
ProposiAon
(MVP)

Product/Service/Tool

q  What
is
(the
name
and
product
category
of)
the
main
product/service/tool
that
is
(to
be)
offered
to
customers?

q  What
are
funcNonaliNes
or
capabiliNes
of
the
product/service/tool?

q  What
are
key
features
of
the

q  What
are
3
important
benefits
that
the
offers
to
customers?

q  What
are
3
serious
pains
or
problems
encountered
by
customers
when
they
use
the

Customer/Consumer

q  Who
are
the
target
customers/consumers?

q  How
would
you
describe
the
persona
and/or
demographic
profile
of
the
most
valuable
customer/consumer?

q  What
physical/intellectual/emoNonal/spiritual
problems
are
customers/consumers
trying
to
prevent
or
solve?

q  What
are
important
likes
or
delights
of
the
customer/consumer?

q  What
are
important
dislikes
or
pains
of
the
customer/consumer?

Jobs-‐To-‐Get-‐Done

q  For
what
physical/intellectual/emoNonal/spiritual
events,
goals,
acNviNes,
and
tasks
do
customers
use
the

q  What
is
the
most
important
event,
goal,
acNvity,
and/or
task
for
which
customers
use
the

q  In
what
places,
locaNons,
or
areas
do
customers
use
the

q  When
(during
the
day/week/month/year)
do
customers
use
the

q  What
are
typical
obstacles
or
barriers
that
prevent
customers
from
effecNvely
using
the
or
achieving
their

goals/objecNves:
before/during/arer
using
tool?

q  What
are
key
performance
goals,
requirements,
objecNves,
outcomes,
metrics,
and
targets
for
each
Job-‐To-‐Get-‐Done?

Value
ProposiAon
Plot
&
Statement

q  What
features
of
the
product/service/tool/business
model
are
SIMILAR
to
those
in
the
exisNng
marketplace?

q  What
features
of
the
product/service/tool/business
model
are
DIFFERENT
from
those
in
the
exisNng
marketplace?

q  What
is
your
Value
ProposiNon
Statement
(VPS)
for
the

q  Are
you
saNsfied
with
the
effecNveness
of
your
Value
ProposiNon
Statement
(VPS)?

VPM

#VPGen.
Dr.
Rod
King.
&
&

Example:

Customer
for
Digital
Music
Player

Industry

Past

Present

Future

#VPGen.
Dr.
Rod
King.
&
&


(Task)

-‐
+

(Task)

-‐
+

(Task)

-‐
+

ULTIMATE

JOB-‐TO-‐GET
DONE
(GOAL):



Ideals/Ideal
Trade-‐off/

Ideal
Final
Result/

Shared
Value

For
Digital

Music
Player

(Industry)

Before
Trade-‐off
Scene
During
Trade-‐off
Scene
AYer
Trade-‐off
Scene


Music
Industry
(Digital
Music
Players)

GLOBAL
3-‐ACT
BUSINESS
MODEL
(G3BM)
PLAN
for
CUSTOMER
(JTGD)

3
Scenes
and
a
North
Star

Trade-‐off
Scene
for
for
Apple’s
Classic
iPod

#VPGen.
Dr.
Rod
King.
&
&

(TASK)

(Physical/Intellectual/EmoNonal/Spiritual)

-‐

+

ENVIRONMENT

Undesired
Physical/Intellectual/EmoNonal/

Spiritual
…

Desired
Physical/Intellectual/EmoNonal/

Spiritual
…

Verb
+
Noun-‐Object
+
Contextual
Clarifier

(Physical/Intellectual/EmoFonal/Spiritual
Job
@
Home/School/Work/Outdoor/Vehicle/Everywhere
@
Time)

Listen
to
music
@
home/school/work/outdoor/vehicle/everywhere
@
Ame

while
minimizing
(undesired
effects)
and
maximizing
(desired
effects)

Eliminate
Reduce
Increase
Create

Example
1:
Fractal
Triangle-‐Story
Format

ENVIRONMENT

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod

#VPGen.
Dr.
Rod
King.
&
&

Suppliers/

Partners

Processes/

AcNviNes

Internal

Resources

(Employees;
Tech.;
Infra.;
etc.)

VALUE
CREATION
ACT
VALUE
PROPOSITION
ACT

Customers

Value

ProposiAon

(Plot)

Cost

(Structure)

Proﬁt

(Margin)

Core

Competence

SHARED
VALUE
(PROFIT)
ACT

BUSINESS
MODEL

For
Classic
iPod

Revenue

(Streams)

Shared

Value

Product/

Service

LEARNING


GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod
–
HighlighNng
the
4
Industry
(Local
Env.)
Forces

#VPGen.
Dr.
Rod
King.
&
&

Suppliers/

Partners

Processes/

AcNviNes

Internal

Resources

(Employees;
Tech.;
Infra.;
etc.)

VALUE
CREATION
ACT
VALUE
PROPOSITION
ACT

Customers


Value

ProposiAon

(Plot)

Cost

(Structure)

Proﬁt

(Margin)

Core

Competence

SHARED
VALUE
(PROFIT)
ACT

BUSINESS
MODEL

For
Classic
iPod

Revenue

(Streams)

Shared

Value

Product/

Service

LEARNING

Bargaining
Power
of
Suppliers

Bargaining
Power
of
Customers

Threat
of
New
Entrants

Threat
of
SubsAtute
Products

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod
–
HighlighNng
the
4
Global
Environment
Forces

#VPGen.
Dr.
Rod
King.
&
&

Suppliers/

Partners

Processes/

AcNviNes

Internal

Resources

(Employees;
Tech.;
Infra.;
etc.)

VALUE
CREATION
ACT
VALUE
PROPOSITION
ACT

Customers


Value

ProposiAon

(Plot)

Cost

(Structure)

Proﬁt

(Margin)

Core

Competence

SHARED
VALUE
(PROFIT)
ACT

BUSINESS
MODEL

For
Classic
iPod

Revenue

(Streams)

Shared

Value

Product/

Service

Industry
Ecosystem
(IE):
Supply

Market
Ecosystem
(ME):
Demand

Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)

Macro-‐Economic
Inﬂuencers
(MEI):
Global
Economy

LEARNING

Reference:
“Business
Model
GeneraNon”
by
Alexander
Osterwalder
&
Yves
Pigneur;
see

Example
2:
Mind
Map-‐Story
Format

#VPGen.
Dr.
Rod
King.
&
&

ENVIRONMENT

LEARNING

BUSINESS
MODEL

For

Classic
iPod

Value
CreaAon

Act

Value

Delivery

Act

Value
Sharing

Act

Value
ProposiAon
(Plot):

“A
Thousand
Songs
in

Your
Pocket”

Core

Competence

Shared

Value

Suppliers/

Partners

Processes/

AcNviNes

Customers

Cost

(Structure)

Revenue

(Streams)

Internal

Resources

(Employees;
Tech.;
Infra.;
etc.)

Proﬁt

(Margin)
Product/

Service

Channels/

CRM

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod


#VPGen.
Dr.
Rod
King.
&
&

LEARNING

BUSINESS
MODEL

For

Classic
iPod

Value
CreaAon

Act

Value

Delivery

Act

Value
Sharing

Act

Core

Competence

Shared

Value

Suppliers/

Partners

Processes/

AcNviNes

Customers

Cost

(Structure)

Revenue

(Streams)

Internal

Resources

(Employees;
Tech.;
Infra.;
etc.)

Proﬁt

(Margin)
Product/

Service

Channels/

CRM

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod
–
HighlighNng
the
4
Industry
(Local
Env.)
Forces

Bargaining
Power
of
Suppliers

Bargaining
Power
of
Customers

Threat
of
New
Entrants

Threat
of
SubsAtute
Products

Value
ProposiAon
(Plot):

“A
Thousand
Songs
in

Your
Pocket”


#VPGen.
Dr.
Rod
King.
&
&

LEARNING

BUSINESS
MODEL

For

Classic
iPod

Value
CreaAon

Act

Value

Delivery

Act

Value
Sharing

Act

Core

Competence

Shared

Value

Suppliers/

Partners

Processes/

AcNviNes

Customers

Cost

(Structure)

Revenue

(Streams)

Internal

Resources

(Employees;
Tech.;
Infra.;
etc.)

Proﬁt

(Margin)
Product/

Service


Channels/

CRM

Industry
Ecosystem
(IE):
Supply

Market
Ecosystem
(ME):
Demand

Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)

Macro-‐Economic
Inﬂuencers
(MEI):
Global
Economy

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod
–
HighlighNng
the
4
Global
Environment
Forces

Value
ProposiAon
(Plot):

“A
Thousand
Songs
in

Your
Pocket”

Reference:
“Business
Model
GeneraNon”
by
Alexander
Osterwalder
&
Yves
Pigneur;
see

Example
3:
Format

(-‐)
(+)

#VPGen.
Dr.
Rod
King.
&
&

ENVIRONMENT

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod

Suppliers/Partners

Value

ProposiAon

(Plot)

“A
Thousand

Songs
in

Your
Pocket”

Product/

Service

Processes/AcAviAes

Internal
Resources

(Employees;
Tech.;
Infra.;
etc.)

Customers

Channels/CRM

Job-‐To-‐Get
Done

Pain:

Cost
(Structure)

Delight:

Revenue
(Streams)

Reference:
“Business
Model
GeneraNon”
by
Alexander
Osterwalder
&
Yves
Pigneur;
see

(-‐)
(+)

#VPGen.
Dr.
Rod
King.
&
&

Suppliers/Partners

Value

ProposiAon

(Plot)

“A
Thousand

Songs
in

Your
Pocket”

Product/

Service

Processes/AcAviAes

Internal
Resources

(Employees;
Tech.;
Infra.;
etc.)

Customers

Channels/CRM

Job-‐To-‐Get
Done

Bargaining
Power
of
Suppliers

Bargaining
Power
of
Customers

Threat
of
New
Entrants

Threat
of
SubsAtute
Products

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod
–
HighlighNng
the
4
Industry
(Local
Env.)
Forces

Pain:

Cost
(Structure)

Delight:

Revenue
(Streams)

Reference:
“Business
Model
GeneraNon”
by
Alexander
Osterwalder
&
Yves
Pigneur;
see

(-‐)
(+)

#VPGen.
Dr.
Rod
King.
&
&

Suppliers/Partners

Value

ProposiAon

(Plot)

“A
Thousand

Songs
in

Your
Pocket”

Product/

Service

Processes/AcAviAes

Internal
Resources

(Employees;
Tech.;
Infra.;
etc.)

Customers

Channels/CRM

Job-‐To-‐Get
Done

GLOBAL
BUSINESS
MODEL
(GBM)
STORYBOARD
for
Apple’s
Classic
iPod
–
HighlighNng
the
4
Global
Environment
Forces

Industry
Ecosystem
(IE):
Supply

Market
Ecosystem
(ME):
Demand

Key
Trends
&
Complementors
(KTC):
PESTLIED
(-‐/+)

Macro-‐Economic
Inﬂuencers
(MEI):
Global
Economy

Pain:

Cost
(Structure)

Delight:

Revenue
(Streams)

Reference:
“Business
Model
GeneraNon”
by
Alexander
Osterwalder
&
Yves
Pigneur;
see

APPENDIX

The
Business
DNA
Map

Visual
Story
Framework
for
Uniﬁed
Strategic
Planning
and
Management

BUSINESS
DNA
MAP:
A
Visual
Framework
for
Uniﬁed
Strategic
Planning
&
Management

‘Jigsaw
Puzzle’
of
Business
Modeling
Ontology
for
Living
Systems

S
E
M
P
O
R
C
E
S

Suppliers/

Inputs

Employees/

Culture/

Brand/IP

Machinery/

Technology/

Infra’

Processes/

Strategies

Output:

Product/

Service

Retailers/

Distributors/

Channels

Customers/

Consumers

(Care/Support)

Environ-‐
ment

Shared

Greatn./

Impact

Partners

(Suppliers/
Materials/

Info/Energy)

Key
Resources
AcNviNes

(Processes)

Value

ProposiNon

(Jobs
To

Get
Done)

Customer
RelaNonship

Management

Industry/

Gov.

SHARED

VALUE/

PROFIT

(Pain:
-‐

Delight:
+

CAPABILITIES:
CORE
COMPETENCIES
LOCAL
ENVIRONMENT

(Demand)

GLOBAL

ENV.

(Trends)

ENTERPRISE
(SYSTEM/Supply:
Inside
the
Enterprise)

Design

Needs

Aspiratns

ECOSYSTEM

(PLANET/ECONOMY/FOREST;
SPECIES;
INDUSTRY/SUPPLY
CHAIN/VALUE
CHAIN)

GLOBAL

COMPETI-‐
TIVE

FORCES

COMPE-‐
TITIVE

ADVAN-‐
TAGE

INPUT
PROCESSING
OUTPUT
EXTERNAL
ENVIRONMENT
RESULT

(Impacts/

Eﬀects)
BUSINESS
SYSTEM
(Cause)

BUSINESS
DNA
MODEL
(Global
Business
Model
Storyboard)

D N A

#VPGen.
Dr.
Rod
King.
&
&

Infant
(Experimental/Startup)

BUSINESS
MODEL

Growing
(Scalable)

BUSINESS
MODEL

Matured
(“Red
Ocean”)

BUSINESS
MODEL

Tipping
Point;
Chasm

Fault
line

LIFECYCLE
OF
A
BUSINESS
MODEL

Stages
in
the
EvoluFon
of
a
Business
Model
(Organism)

Customer
ValidaAon
“Clep”

(Environmental
Fitness)

Declining
(Dying)

BUSINESS
MODEL

Business
Idea
(“Egg”;
DNA;

GeneNc
Code)

ENVIRONMENT

(Shared
Value/Result:
-‐/+)

DREAMS/

IDEALS/

GREATNESS

Mission/

Vision

#VPGen.
Dr.
Rod
King.
&
&

Tipping
Point;
Chasm

Fault
line

CUSTOMER
SEGMENTS
FOR
STAGES
OF
A
BUSINESS
MODEL

Stages
in
the
EvoluFon
of
Customer
Segments

Customer
ValidaAon
“Clep”

(Environmental
Fitness)

Visionaries

(Delighted
by
Novel
FuncFonality
and
“Cool”
Uses)

Regular
Users

(Delighted
by
Beier
Quality,
Performance,
and
Cost
as
well
as

Accessibility
and
Simplicity)

Upgraders

(Delighted
by
Customized
Improvements,
Brand,

Extensions
and
Total
SoluFons)

ReArees
(DissaNsﬁers:

Overserved/Underserved)

Leads/Prospects
(Non-‐customers)

-‐ 

Low/High-‐end
DissaFsﬁers
from
CompeFtors

-‐ 

Early
Evangelists/Adopters

DREAMS/

IDEALS/

GREATNESS

Mission/

Vision

ENVIRONMENT

(Shared
Value/Result:
-‐/+)

#VPGen.
Dr.
Rod
King.
&
&

Dynamic Business Model Visualizations: Instantly Facilitate LIVELY Business Model Conversations Using the 3 Acts of a Business Model Storyboard

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