In this presentation on Business Model Moviemaking, the Business Model Strip is used as a template to visualize a BUSINESS PLOT, Strategy Story, Value Proposition, and Business Model. Examples of Business Plots and Strategy Stories are taken from companies such as Future Plc, Fremantle Media, Hornby, and Apple.

1. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
"You
can
have
the
best
technology,
you
can
have
the
best
business
model,
but
if
the
storytelling
isn't
amazing,
it
won't
maDer."
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

2. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
DISRUPTION
PROBLEM
(Trade-­‐off)
IDEAL
SOLUTION
(Zero
Trade-­‐off)
ENVIRONMENT
(Trade-­‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)

3. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
CONVENTION
VISION
DISRUPTION
ENVIRONMENT
(Trade-­‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)

4. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
CONVENTION
VISION
DISRUPTION
1 3 2
ENVIRONMENT
(Trade-­‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
0
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)

5. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
1 3 2
Industry/Market
(Job
To
Get
Done):
……………………………………………………………………………………………………………………………………….
ENVIRONMENT
(Trade-­‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
0
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)

6. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
1 3 2
Industry/Market
(Job
To
Get
Done):
……………………………………………………………………………………………………………………………………….
OTHER
Loop
ENVIRONMENT
(Trade-­‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
0
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)

7. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
1 3 2
Industry/Market
(Job
To
Get
Done):
……………………………………………………………………………………………………………………………………….
OTHER
Loop
TO
DO
DONE
DOING
ENVIRONMENT
(Trade-­‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
0
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)

8. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
(How
best
to
change
&
win?)
Strategy
Product
(Current
Business
Model
Trade-­‐off)
Vision
(Future
Business
Model
Trade-­‐off)
OTHER
Loop
(Build-­‐Measure-­‐Learn
Loop)
Red
Ocean
Disrup5on
(ROD)
Storyboard
for
Lean
Startup
Movies
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
TO
DO
DONE
DOING
ENVIRONMENT
(Trade-­‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)

9. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
(How
best
to
change
&
win?)
Product
(Current
Business
Model
Trade-­‐off)
Vision
(Future
Business
Model
Trade-­‐off)
Industry/Market
(Job
To
Get
Done):
Travel
from
one
place
to
another
…
quickly
and
safely
1 3 2
OTHER
Loop
(Build-­‐Measure-­‐Learn
Loop)
Red
Ocean
Disrup5on
(ROD)
Storyboard
for
Lean
Startup
Movies
How
Apple/Steve
Jobs
Simply
Created
a
Business
Model
Movie
That
Disrupted
the
Music
Industry
Example
TO
DO
DONE
DOING
ENVIRONMENT
(Trade-­‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
0
(How
best
to
change
&
win?)
Strategy
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)

10. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
for
Lean
Startup
Movies
How
Apple/Steve
Jobs
Simply
Created
a
Business
Model
Movie
That
Disrupted
the
Music
Industry
Product
(Current
Business
Model
Trade-­‐off)
Vision
(Future
Business
Model
Trade-­‐off)
Industry/Market
(Job
To
Get
Done):
Listen
to
music
(song
collec`on/library)
…
everywhere
1 3 2
Example
OTHER
Loop
(Build-­‐Measure-­‐Learn
Loop)
TO
DO
DONE
DOING
ENVIRONMENT
(Trade-­‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
0
(How
best
to
change
&
win?)
Strategy
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)

11. How
to
Simply,
Effec5vely,
and
Quickly
Tell
BUSINESS
MODEL
STORIES

12. Use
a
Business
Story
Theater

13. A
Business
Story
Theater
Is
A
1-­‐Page
Diagram
or
Snapshot
of
A
Business
System
Hierarchy
at
a
Given
Point
in
Time:
Defini5on
of
“Business
Story
Theater”
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
q Business
System:
Enterprise
(Business
Model)
q Local
Environment:
Industry/Market
q Global
Environment
Business
Model
(System)
Environment
(Global)
Industry
(Market)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

14. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
CONTEXT
(Strategic
Choices):
Where
and
when
to
differently
compete/play/win?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

15. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
CONTEXT
(Strategic
Choices):
Where
and
when
to
differently
compete/play/win?
BUSINESS
MODEL
CHOICES
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

16. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
ENVIRONMENT
(Global:
Job
To
Get
Done;
Problem;
Trade-­‐off)
INDUSTRY
(Market:
Job
To
Get
Done;
Problem;
Trade-­‐off)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

17. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
MODEL
STORY
ENVIRONMENT
(Global:
Job
To
Get
Done;
Problem;
Trade-­‐off)
INDUSTRY
(Market:
Job
To
Get
Done;
Problem;
Trade-­‐off)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

18. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
MODEL
(Enterprise)
ENVIRONMENT
(Global:
Job
To
Get
Done;
Problem;
Trade-­‐off)
INDUSTRY
(Market:
Job
To
Get
Done;
Problem;
Trade-­‐off)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

19. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
MODEL
(Enterprise)
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-­‐off)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

20. The
3
Types
of
Business
Models
On
the
Planet

21. BUSINESS
MODEL
CLASSIFICATION
SYSTEM
(Taxonomy)
Business
Model
PLATFORM
Business
Model
PIPE
2-­‐SIDED
MARKET/
Business
Model
MULTI-­‐SIDED
MARKET/
Business
Model
1-­‐SIDED
MARKET/
Business
Model
Pipe
Diamond
Valley
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

22. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
SUPPLIER
Customer
One-­‐sided
Market/Business
Model
-­‐
Chain
(Pipe)
Examples
u Single
Product
Factory
u Encyc.
Britannica
u Tradi<onal
Taxi
u Tradi<onal
Hotel
u iPod
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-­‐off)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

23. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
SUPPLIER
Customer
Customer
Two-­‐sided
Market/Business
Model
-­‐
Valley
(Pladorm)
Examples
u Two
Product
Factory
u Wikipedia
u Uber
u Airbnb
u iPod/iTunes
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-­‐off)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

24. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
Mul5-­‐sided
Market/Business
Model
-­‐
Diamond
(Pladorm)
SUPPLIER
Customer
Customer
Customer
Examples
u Mul<-­‐Product
Factory
u Google
(Search)
u eBay
u Amazon
u iPhone/App
Store
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-­‐off)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

25. Business
Model
Storytelling

26. “The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Joan
MagreTa

27. “The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Joan
MagreTa
Who?
What?
How?
Why?

28. “The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Joan
MagreTa
Who?
What?
How?
Why?

29. “The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Joan
MagreTa
Who?
What?
How?
Why?
Supplier
Product/Service
Customer
Value
(Profit)

30. “The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Joan
MagreTa
Who?
What?
How?
Why?
Supplier
How
does
supplier
or
enterprise
create
value
for
customers?
Product/Service
What
do
customers
value?
Customer
Who
are
the
customers?
Value
(Profit)
Why
does
enterprise
make
money,
profit,
or
win?

31. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Joan
MagreTa

32. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Joan
MagreTa
Who?
What?
How?
Why?

33. Joan
MagreTa’s
STORY-­‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Who?
How?
Why?
C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

34. Who?
How?
Why?
Joan
MagreTa’s
STORY-­‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

35. Joan
MagreTa’s
STORY-­‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Who?
How?
Why?
Business
Model
Story
(BMS)
View
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

36. Joan
MagreTa’s
STORY-­‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Who?
How?
Why?
u V
A
L
U
E
C
A
P
T
U
R
E
u V
A
L
U
E
C
R
E
A
T
I
O
N
u V
A
L
UE
D
E
L
I
V
E
R
Y
Business
Model
Func<on
(BMF)
View
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

37. Joan
MagreTa’s
STORY-­‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Who?
How?
Why?
u VALUE
MAP
Engine
u ENTERPRISE
Engine
u CUSTOMER
GROWTH
Engine
Business
Model
Engine
(BME)
View
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

38. Joan
MagreTa’s
STORY-­‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Who?
How?
Why?
v FINANCIAL
Perspec5ve
v CUSTOMER
Perspec5ve
v LEARNING
&
GROWTH
Perspec5ve
v PROCESS
Perspec5ve
Balanced
Scorecard
(BSC)
View
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

39. Joan
MagreTa’s
STORY-­‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Who?
How?
Why?
Ø VALUE:
PROFIT
(MARGIN)
Ø DEMAND
INFRASTRUCTURE
Ø SUPPLY
INFRASTRUCTURE
Value
Infrastructure
View
Ø OFFER
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

40. Joan
MagreTa’s
STORY-­‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Who?
How?
Why?
q Suppliers/Inputs
(KP)
q Key
Resources
(KR)
q Key
Ac`vi`es
(KA)
q Customer
Segments
(CS)
q Channels
(CH)
q Customer
Rela`onships
(CR)
q Product/Service
(PS)
q PAIN
(Cost/Structure:
C$)
q DELIGHT
(Revenue
Streams:
R$)
q Profit
Margin
(P$);
Strategy/Value
Proposi`on
(VP)
Advanced
Business
Model
Canvas
(BMC)
View
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

41. Joan
MagreTa’s
STORY-­‐BASED
DEFINITION
OF
A
BUSINESS
MODEL
“The
business
model
tells
a
logical
story
explaining
who
your
customers
are,
what
they
value,
and
how
you’ll
make
money
providing
that
value.”
Who?
How?
Why?
q Firm
Infrastructure
q HR
Management
q Technology
Development
q Procurement
q Inbound
LogisZcs
q OperaZons
q Outbound
LogisZcs
q MarkeZng
&
Sales
q Service
q Profit
Margin
Value
Chain
(VC)
View
What?
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

42. Red
Ocean
Disrup5on
(ROD)
Storyboard

43. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
“A
business
model
presents
a
coherent
story
of
why
and
how
a
business
sustainably
wins
customers
and
makes
profit
or
shares
value.”
Rod
King
Who?
How?
Why?
What?

44. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
Startups
and
Established
Companies
Must
Rapidly
Create
and
Manage
Red
Ocean
Disrup5on
(ROD)
Storyboards:
Stories
About
How
Red
Ocean
Business
Models
are
Disrupted
By
Ideal
(Blue)
Ocean
Business
Models
Who?
How?
Why?
What?

45. A
Red
Ocean
Disrup5on
(ROD)
Storyboard
Is
Dynamic
Visual
Template
That
Answers
4
Fundamental
Ques5ons
Of
A
Change
Management
Project
Current
Ecosystem
(Business
Model):
What
to
Change?
Future
Ecosystem
(Business
Model):
To
What
to
Change?
Strategy:
How
Best
to
Change
&
Win?
What
Really
is
a
Red
Ocean
Disrup5on
(ROD)
Storyboard?
1
3
2
Environment:
Why
Change?
0

46. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
Note
OTHER
is
an
acronym
for
Observe;
Think;
Hypothesize;
Experiment;
Reflect.
The
OTHER
Loop
is
a
generic
tac`c
for
itera`vely
achieving
goals,
objec`ves,
strategies,
and
targets.
ENVIRONMENT
(Trade-­‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)

47. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
ENVIRONMENT
(Trade-­‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)

48. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
CONVENTION
VISION
DISRUPTION
ENVIRONMENT
(Trade-­‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)

49. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
ENVIRONMENT
(Trade-­‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)

50. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
OTHER
Loop
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
ENVIRONMENT
(Trade-­‐off;
Context:
Place;
Time;
Cue/Trigger/Signal)
–
Why
Change?
STRATEGY
(How
best
to
change
&
win?)
CURRENT
ECOSYSTEM
(What
to
change?)
FUTURE
ECOSYSTEM
(To
what
to
change?)

51. Present
(“As
Is”)
Future
(“To
Be”)
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-­‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?

52. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-­‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Infancy
Birth
Growth
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
Maturity
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?

53. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-­‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Infancy
(Shaping
Strategy)
Birth
(AdapZve
Strategy)
Growth
(Visionary
Strategy)
Maturity
(Classic
Strategy)
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?

54. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-­‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?

55. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-­‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?

56. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-­‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?

57. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-­‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?

58. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-­‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Prototype
Pretotype
Pilot
Full-­‐scale
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?

59. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-­‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Customer
Valida5on
(Startup)
Customer
Discovery
(Startup)
Company
Crea5on
Company
Building
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?

60. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-­‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Problem-­‐Solu5on
Fit
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?

61. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-­‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Product-­‐Market
Fit
Problem-­‐Solu5on
Fit
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?

62. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-­‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Product-­‐Market
Fit
Problem-­‐Solu5on
Fit
Business
Model
Fit
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?

63. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-­‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Product-­‐Market
Fit
Problem-­‐Solu5on
Fit
Business
Model
Fit
Scaling
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?

64. Present
(“As
Is”)
Future
(“To
Be”)
Examples
of
Red
Ocean
Disrup`on
(ROD)
aka
Blue
Ocean
Strategy
(BOS)
Stories
Ringling
Brothers
vs.
Cirque
du
Soleil;
Tradi5onal
Long-­‐haul
Airlines
vs.
Southwest
Airlines;
Tradi5onal
Wine
vs.
Yellow
Tail;
Walkman
vs.
iPod;
Borders
vs.
Amazon;
Blockbuster
vs.
Neilix;
Encyclopedia
Britannica
vs.
Wikipedia;
Tradi5onal
Hotels
vs.
Airbnb
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?

65. Present
(“As
Is”)
Future
(“To
Be”)
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?

66. Present
(“As
Is”)
Future
(“To
Be”)
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
q Reality/Facts
(External
&
Internal
Trade-­‐offs)

67. Present
(“As
Is”)
Future
(“To
Be”)
Business
Model
Resources/
Value
Factors
&
Trade-­‐offs
q S:
Strengths
(1-­‐10)
q W:
Weaknesses
(1-­‐10)
q O:
Opportuni5es
(1-­‐10)
q T:
Threats
(1-­‐10)
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
q Reality/Facts
(External
&
Internal
Trade-­‐offs)

68. Present
(“As
Is”)
Future
(“To
Be”)
q Core
Purpose/Mission
q Vision
q Core
Values
q Goal
q Objec5ves/“Jobs”
(Physical/Intellectual/
Emo`onal/Spiritual)
Business
Model
Resources/
Value
Factors
&
Trade-­‐offs
q S:
Strengths
(1-­‐10)
q W:
Weaknesses
(1-­‐10)
q O:
Opportuni5es
(1-­‐10)
q T:
Threats
(1-­‐10)
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
q Reality/Facts
(External
&
Internal
Trade-­‐offs)

69. Present
(“As
Is”)
Future
(“To
Be”)
q Core
Purpose/Mission
q Vision
q Core
Values
q Goal
q Objec5ves/“Jobs”
(Physical/Intellectual/
Emo`onal/Spiritual)
q ROD
Strategy/Tac5cs/Targets
-­‐ Minimize
Weaknesses/Threats/
Pain/Risks/Disadvantages
-­‐ Maximize
Strengths/Opportuni5es/
Delight/Rewards/Advantages
-­‐ Rapidly
Experiment
&
Learn
(4
Heuris`cs):
• OTHER:
Observe;
Think;
Hypothesize;
Experiment;
Reflect
• OODA:
Observe
SWOT;
Orient;
Decide;
Act
• BML:
Build-­‐Measure-­‐Learn
Loop
• ERIC
(R.O.D.
Disrup5on):
Eliminate;
Reduce;
Increase;
Create
Business
Model
Resources/
Value
Factors
&
Trade-­‐offs
q S:
Strengths
(1-­‐10)
q W:
Weaknesses
(1-­‐10)
q O:
Opportuni5es
(1-­‐10)
q T:
Threats
(1-­‐10)
Chasm
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
RED
OCEAN
IDEAL
OCEAN
What
to
change?
To
what
to
change?
How
best
to
change
&
win?
q Reality/Facts
(External
&
Internal
Trade-­‐offs)

70. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
A
Red
Ocean
Disrup5on
(ROD)
Story
Hardly
Plays
Out
As
Planned
or
WriDen
in
Detail
OTHER
Loop
Red
Ocean
(“As
Is”)
Business
Model
Ideal/Blue
Ocean
(“To
Be”)
Business
Model
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model

71. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
Does
Any
Planned
Blue
Ocean
Business
Model
Survive
First
Contact
With
Customers?
OTHER
Loop
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Rapidly
Visualize
Your
Red
Ocean
Disrup5on
(ROD)
Story
Red
Ocean
Disrup5on
(ROD)
Storyboard
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
Red
Ocean
(“As
Is”)
Business
Model
Ideal/Blue
Ocean
(“To
Be”)
Business
Model

72. VALUE
MAP
BLUE
OCEAN
RED
OCEAN
(+):
DELIGHT
Low
(1)
High
(10)
Low:
(1)
High:
(10)
SWEET
SPOT
LUXURY
SPOT
DISRUPTION
SPOT
(-­‐):
PAIN
Job
To
Be
Done
(Market/Goal):
……………………………………………………………………………………………………………….…………….
Big
Urgent
Market
Problem
(BUMP):
……………………………………………………………………………………………………………………..

73. VALUE
MAP
BLUE
OCEAN
RED
OCEAN
(+):
DELIGHT:
Differen5a5on
Low
(1)
High
(10)
Low:
(1)
High:
(10)
SWEET
SPOT
LUXURY
SPOT
DISRUPTION
SPOT
(-­‐):
PAIN:
Cost
Job
To
Be
Done
(Market/Goal):
……………………………………………………………………………………………………………….…………….
Big
Urgent
Market
Problem
(BUMP):
……………………………………………………………………………………………………………………..

74. Stages
of
4Q-­‐Business
Model
Strip

75. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
BUSINESS
PLOT
(STRATEGY
STORY)
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-­‐off)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

76. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
BUSINESS
PLOT
(STRATEGY
STORY)
UPPER
Stage
LOWER
Stage
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-­‐off)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

77. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
BUSINESS
PLOT
(STRATEGY
STORY)
Center
Stage
Back
Stage
Front
Stage
LOWER
Stage
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-­‐off)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

78. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
Who?
What?
How?
Why?
BUSINESS
PLOT
(STRATEGY
STORY)
Center
Stage
Back
Stage
Front
Stage
LOWER
Stage
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-­‐off)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

79. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
Product
Stage
Enterprise
Stage
Customer
Stage
VALUE
Stage
Who?
What?
How?
Why?
BUSINESS
PLOT
(STRATEGY
STORY)
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-­‐off)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

80. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
Product
Stage
Enterprise
Stage
Customer
Stage
VALUE
Stage
Who?
What?
How?
Why?
BUSINESS
PLOT
(STRATEGY
STORY)
ENVIRONMENT
(INDUSTRY/MARKET:
Job
To
Get
Done;
Problem;
Trade-­‐off)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

81. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
Product
Stage
Enterprise
Stage
Customer
Stage
VALUE
Stage
Who?
What?
How?
Why?
BUSINESS
PLOT
(STRATEGY
STORY)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

82. Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
Product
Stage
Enterprise
Stage
Customer
Stage
VALUE
Stage
Who?
What?
How?
Why?
q Suppliers/Inputs
(KP)
q Key
Resources
(KR)
q Key
Ac`vi`es
(KA)
q Customer
Segments
(CS)
q Channels
(CH)
q Customer
Rela`onships
(CR)
q Product/Service
(PS)
q PAIN
(Cost/Structure:
C$)
q DELIGHT
(Revenue
Streams:
R$)
q Profit
Margin
(P$);
Strategy/Value
Proposi`on
(VP)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

83. Product
Stage
Enterprise
Stage
Customer
Stage
VALUE
Stage
Who?
What?
How?
Why?
Story
ENTERPRISE
(Team;
Core
Competence)
PRODUCT
CUSTOMER
FINANCE
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

84. Product
Stage
Enterprise
Stage
Customer
Stage
VALUE
Stage
Who?
What?
How?
Why?
Editor
PRODUCT
CUSTOMER
FINANCE
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
Business
Story
Theater
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
ENTERPRISE
(Team;
Core
Competence)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

85. Seman5c
Structure
of
4Q-­‐Business
Model
Strip

86. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-­‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

87. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-­‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

88.
C:
Customer
(Subject)
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
Context:
Place/Time;
Trigger
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-­‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

89.
C:
Customer
(Subject)
S:
Supplier
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
Context:
Place/Time;
Trigger
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-­‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

90.
C:
Customer
(Subject)
S:
Supplier
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
Context:
Place/Time;
Trigger
Job
To
Get
Done
(Outcome;
Value:
Delight;
Pain)
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-­‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

91.
C:
Customer
(Subject)
S:
Supplier
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
Object
Job
To
Get
Done
(Outcome;
Value:
Delight;
Pain)
hires
operates
on
[verb:
wants]
Context:
Place/Time;
Trigger
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-­‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

92. What
is
a
“Business
Plot”?

93. A
Business
(Enterprise)
Plot
Describes
A
Minimum
Viable
Story
of
A
Business
(Plan):
The
Simplest
Descrip`on
of
An
Enterprise’s
Supply
Chain
or
A
Minimum
Business
Model
BIG
BANG
BUSINESS
(BBB)
TOOL

94. A
Business
(Enterprise)
Plot
Is
The
First
Stage
in
The
Evolu5on
of
a
Classic
Business
Plan
BIG
BANG
BUSINESS
(BBB)
TOOL
A
Classic
Business
Plan
involves
a
detailed
(long)
future
story
that
coherently
explains
why
and
how
a
business
would
sustainably
win
customers
and
make
profit
or
share
value

95. 5
Stages
in
the
Evolu5on
of
a
Classic
Business
Plan
Tools
for
Rapidly
Planning,
Crea5ng,
and
Managing
an
Ambidextrous
Growth
Strategy
for
Enduring
Compe55ve
Advantage
A
Business
Plan
is
like
a
bu;erfly.
It
metamorphosizes
from
a
Strategy
Story
and
Value
ProposiZon
Story
through
a
Business
Model
Story
to
a
Strategy
Map
and
Classic
Business
Plan.
Five
Stages
in
the
Evolu5on
of
a
Classic
Business
Plan
VALUE
PROPOSITION
STORY
CLASSIC
BUSINESS
PLAN
BUSINESS/ENTERPRISE
PLOT
(Strategy
Story)
STRATEGY
MAP
(BSC)
BUSINESS
MODEL
STORY
1
2
3
4
5
Simple
(Abstract;
Flexible)
Complex
(Detailed;
Rigid)
Short
Story
Long
Story
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

96. Explore
BUSINESS
MODEL
STORY
Ramp
up
Reconfigure
Pretotype
Prototype
CONTINUOUS
INNOVATION
AMBIDEXTROUS
GROWTH
STRATEGY
Exploit
CONTINUOUS
IMPROVEMENT
VALUE
PROPOSITION
STORY
CLASSIC
BUSINESS
PLAN
BUSINESS/ENTERPRISE
PLOT
(Strategy
Story)
STRATEGY
MAP
(BSC)
Job
To
Get
Done
Changing
Environment
(Industry)
Stable
Environment
(Industry)
5
Stages
in
the
Evolu5on
of
a
Classic
Business
Plan
Tools
for
Rapidly
Planning,
Crea5ng,
and
Managing
an
Ambidextrous
Growth
Strategy
for
Enduring
Compe55ve
Advantage
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

97. Business
Story
Hierarchy
5
Levels
of
a
Business
Story
Rapidly
Visualize,
Prototype,
and
Test
Your
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
STORY
(Title/Headline)
Strategy
Story
Value
Prop.
Story
Business
Model
Story
Story
Outline
(Blueprint)
Customer
Plot
AcZng
Script
5
Levels
of
Business
Story
Classic
Business
Plan
Strategy
Map
(Balanced
Scorecard)
Manuscript
=
Minimum
Viable
Story
(MVS)
Simple
(Abstract;
Flexible)
Complex
(Detailed;
Rigid)
Short
Story
Long
Story
Business/
Enterprise
Plot
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

98. Business
Story
Hierarchy
5
Levels
of
a
Business
Story
Rapidly
Visualize,
Prototype,
and
Test
Your
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
STORY
(Title/Headline)
Strategy
Story
Value
Prop.
Story
Business
Model
Story
Business/
Enterprise
Plot
Story
Outline
(Blueprint)
Customer
Plot
AcZng
Script
5
Levels
of
Business
Story
Classic
Business
Plan
Strategy
Map
(Balanced
Scorecard)
Manuscript
=
Minimum
Viable
Story
(MVS)
Simple
(Abstract;
Flexible)
Complex
(Detailed;
Rigid)
Short
Story
Long
Story
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing

99. What
Really
is
a
“Strategy
Story”?

100. Coined
by
Freek
Vermeulen,
A
“Strategy
Story”
Usually
Refers
to
A
Textual
Business
(Enterprise)
Plot:
A
Sentence
or
Line
That
Succinctly
Tells
the
Story
of
an
Organiza`on
From
The
Point
of
View
of
the
Organiza`on

101. A
“Strategy
Story”
or
Textual
Business
(Enterprise)
Plot
Answers,
at
least,
4
Ques`ons
(4Q)
About
an
Organiza`on,
a
Business,
or
Project:
q
Why?
q
Who?
q
What?
q
How?

102. The
Format
of
A
Strategy
Story
or
Textual
Business
Plot
Is
as
Follows:
“[Supplier]
offers
[Product/Service]
to
[Customer
(who
wants
Job
To
Get
Done
&
Outcome;
Reward;
Delight;
Value)].”

103. Example

104. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
We
provide
specialty
magazines
for
young
males
in
Britain
(who
want
[Reward;
Delight;
Value])
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-­‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Main
source
of
informa`on
in
table:
“A
Good
Strategy
Makes
for
a
Good
Story”
by
Freek
Vermeulen:
h;ps://strategyprofs.wordpress.com/2012/07/06/a-­‐good-­‐strategy-­‐makes-­‐for-­‐a-­‐good-­‐story/

105. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
We
provide
specialty
magazines
for
young
males
in
Britain
(who
want
[Reward;
Delight;
Value])
We
make
perfect
scale
models
(which
appeal
to
some
sense
of
nostalgia)
for
adult
collectors
(who
want
[Reward;
Delight;
Value])
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-­‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Main
source
of
informa`on
in
table:
“A
Good
Strategy
Makes
for
a
Good
Story”
by
Freek
Vermeulen:
h;ps://strategyprofs.wordpress.com/2012/07/06/a-­‐good-­‐strategy-­‐makes-­‐for-­‐a-­‐good-­‐story/

106. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
We
provide
specialty
magazines
for
young
males
in
Britain
(who
want
[Reward;
Delight;
Value])
We
make
perfect
scale
models
(which
appeal
to
some
sense
of
nostalgia)
for
adult
collectors
(who
want
[Reward;
Delight;
Value])
We
offer
ultra-­‐portable
music
players
to
music
lovers
(who
want
1000
songs
in
their
pocket)
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-­‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Main
source
of
informa`on
in
table:
“A
Good
Strategy
Makes
for
a
Good
Story”
by
Freek
Vermeulen:
h;ps://strategyprofs.wordpress.com/2012/07/06/a-­‐good-­‐strategy-­‐makes-­‐for-­‐a-­‐good-­‐story/

107. C:
Customer
S:
Supplier
Payment
(Feedback;
Reward)
Product/Service
SUPPLIER
PRODUCT/SERVICE
CUSTOMER
We
provide
specialty
magazines
for
young
males
in
Britain
(who
want
[Reward;
Delight;
Value])
We
make
perfect
scale
models
(which
appeal
to
some
sense
of
nostalgia)
for
adult
collectors
(who
want
[Reward;
Delight;
Value])
We
offer
ultra-­‐portable
music
players
to
music
lovers
(who
want
1000
songs
in
their
pocket)
Who?
What?
How?
Why?
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-­‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
BUSINESS
PLOT
(STRATEGY
STORY)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing
Main
source
of
informa`on
in
table:
“A
Good
Strategy
Makes
for
a
Good
Story”
by
Freek
Vermeulen:
h;ps://strategyprofs.wordpress.com/2012/07/06/a-­‐good-­‐strategy-­‐makes-­‐for-­‐a-­‐good-­‐story/

108. Templates
of
“Business
Model
Strips”
WHAT
IS
A
“BUSINESS
MODEL
STRIP”?
A
Business
Model
Strip
is
a
map
that
illustrates
an
exchange,
a
transac5on,
or
play
between
a
sender
(supplier)
and
receiver
(customer).

109. RECEIVER
SENDER
Payment
(Feedback;
Reward)
P.I.G.S.
(Product/Informa<on/Goods/Service)
Templates
of
“Business
Model
Strips”
WHAT
IS
A
“BUSINESS
MODEL
STRIP”?
A
Business
Model
Strip
is
a
map
that
illustrates
an
exchange,
a
transac5on,
or
play
between
a
sender
(supplier)
and
receiver
(customer).
IT
BUSINESS
PLOT
(STRATEGY
STORY)

110. RECEIVER
SENDER
Payment
(Feedback;
Reward)
P.I.G.S.
(Product/Informa<on/Goods/Service)
Rapidly
Visualize
Your
Business
Plot
and
Value
Proposi5on
4Q-­‐Business
Model
Strip
Rapidly
Visualize,
Prototype,
and
Test
Your
Business
Plot,
Strategy
Story,
Value
Proposi5on,
and
Business
Model
IT
BUSINESS
PLOT
(STRATEGY
STORY)
World-­‐class
Coaching
on
Business
Model
Moviemaking
&
Econgineering
for
Less
Than
$10/Month:
h;p://businessmodels.ning.com
Ambidextrous
Growth
Strategist.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h;p://businessmodels.ning.com
&
@rodKuhnKing