THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool

Every
Great
Idea
Sails
Through
a
Lifecycle
of
5
Stages

#BMYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hFp://businessmodels.ning.com
&
hFp://twiFer.com/RodKuhnKing

1.

CONCEPT

(PROBLEM/IDEA)

2.

PRETOTYPE

3.

PROTOTYPE

4.

PILOT

5.

FULL
SCALE

1
2
3
4
5

Every
Great
Idea
Sails
Through
a
Lifecycle
of
5
Stages

#BMYacht.
Dr.
Rod
King.
&
&

1.

CONCEPT

(PROBLEM/IDEA)

2.

PRETOTYPE

3.

PROTOTYPE

4.

PILOT

5.

FULL
SCALE

RED
OCEAN

(ExisYng)

COMPETITORS

1
2
3
4
5

Every
Great
Idea
Sails
Through
a
Lifecycle
of
5
Stages

#BMYacht.
Dr.
Rod
King.
&
&

1.

CONCEPT

(PROBLEM/IDEA)

2.

PRETOTYPE

3.

PROTOTYPE

4.

PILOT

5.

FULL
SCALE

Product-‐
Market

Fit:

Build-‐
Measure-‐
Learn

1
2
3
4
5

A
Business
Model
Yacht

Is

A
Universal
Project
Management
Tool

(Red
Ocean
Disrup?on
(ROD)
Storyboard)

That
Shows

A
Chain
of
Elements

That
an
OrganizaYon
Uses

To
Create,
Deliver,
and
Share
Value

The
Business
Model
Yacht

Can
Be
Regarded
As
a

Means,
Vehicle,
Tool,
or
HolisCc
System

for
IteraCvely
Pursuing

Any
Mission,
Vision,

Goal,
ObjecYve,
Strategy,
and/or
Target

Especially
Under
CondiYons
of

Great
Uncertainty

The
Working
Space
of
a
Business
Model
Yacht

Is

Divided
Into
3
SecCons
and
Focuses
on
3
Adventure
Ques?ons:

*
Problem
Space
(“Red
Ocean”
QuesYon):

Where
currently
are
we?

*
Method
Space
(“Vehicle”;
Strategy
QuesYon):

How
must
we
get
(are
we
geKng)
there?

*
SoluYon
Space
(“Blue
Ocean”
QuesYon):

Where
must
we
go?

Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….

RED
OCEAN

BLUE
OCEAN

#VCYacht.
Dr.
Rod
King.
&
&

Where
currently

are
we?

Where
must
we

go?

How
must
we

get
there?

Method
(Strategy)

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

#BMYacht.
Dr.
Rod
King.
&
&

Where
currently

are
we?

Where
must
we

go?

How
must
we

get
there?

Problem

Pain:
(Un)Known

Method
(Strategy)

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

#VCYacht.
Dr.
Rod
King.
&
&

Where
currently

are
we?

Where
must
we

go?

Problem

Pain:
(Un)Known

Method
(Strategy)

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

System

Structure

Performance

Structure

#VCYacht.
Dr.
Rod
King.
&
&

Where
currently

are
we?

Where
must
we

go?

Problem

Pain:
(Un)Known

Method
(Strategy)

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

System

Structure

Performance

Structure

#VCYacht.
Dr.
Rod
King.
&
&

Method
(Strategy)

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

#VCYacht.
Dr.
Rod
King.
&
&

TOTAL
BRAIN

Method
(Strategy)

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

#VCYacht.
Dr.
Rod
King.
&
&

Strategy

Method
(Strategy)

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

#VCYacht.
Dr.
Rod
King.
&
&

Method
(Strategy)

Leader

(Visionary/Strategist/Accountant)

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

#VCYacht.
Dr.
Rod
King.
&
&

Method
(Strategy)

Leader

(Visionary/Strategist/Accountant):

Why?

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

#VCYacht.
Dr.
Rod
King.
&
&

Why?

Method
(Strategy)

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

#VCYacht.
Dr.
Rod
King.
&
&

Innova8on
Accoun8ng

(“Pivot
or
Persevere”)

Method
(Strategy)

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

#VCYacht.
Dr.
Rod
King.
&
&

A:
Aspira?ons

Method
(Strategy)

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

#VCYacht.
Dr.
Rod
King.
&
&

Value

Method
(Strategy)

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

#VCYacht.
Dr.
Rod
King.
&
&

BENEFIT-‐COST

(Key
Metrics)

COST

(STRUCTURE)

BENEFIT

(STREAMS)

VALUE

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

#VCYacht.
Dr.
Rod
King.
&
&

PROFIT

(Key
Metrics)

COST

(STRUCTURE)

REVENUE

(STREAMS)

VALUE

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

C$
R$

P$

VP

+
-‐

#VCYacht.
Dr.
Rod
King.
&
&

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

C$
R$

P$

VP

+
-‐

PS
KP

KR

KA
CS

CH
&

CR

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

C$
R$

P$

VP

+
-‐

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

COST

(STRUCTURE)

REVENUE

(STREAMS)

Value
Engine

(ProposiCon/Strategy)

PROFIT

(Key
Metrics)

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

COST

(STRUCTURE)

REVENUE

(STREAMS)

Value
Engine


Customer

Segments

Processes/

AcYviYes

Internal

Resources

Inputs/

Partners

Channels

&
RelaYon-‐

ships

Product/

Service

PROFIT

(Key
Metrics)

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

COST

(STRUCTURE)

REVENUE

(STREAMS)

Value
Engine


Customer

Segments

Processes/

AcYviYes

Internal

Resources

Inputs/

Partners

Channels

&
RelaYon-‐

ships

Product/

Service

u  LEARN

u  MEASURE

u  BUILD

PROFIT

(Key
Metrics)

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

COST

(STRUCTURE)

REVENUE

(STREAMS)

Value
Engine


Customer

Segments

Processes/

AcYviYes

Internal

Resources

Inputs/

Partners

Channels

&
RelaYon-‐

ships

Product/

Service

u  LEARN

u  MEASURE

Engagement/

Acquisi?on/Ac?va?on/

Reten?on/Referral/Revenue

u  BUILD

PROFIT

(Key
Metrics)

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

COST

(STRUCTURE)

REVENUE

(STREAMS)

Value
Engine


Customer

Segments

Processes/

AcYviYes

Internal

Resources

Inputs/

Partners

Channels

&
RelaYon-‐

ships

Product/

Service

u  LEARN

u  BUILD

u  MEASURE

I
n
n
o
v

a
t
I
o
n

A
c
c
co
u
n
t
i
n
g

Engagement/



PROFIT

(Key
Metrics)

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

COST

(STRUCTURE)

REVENUE

(STREAMS)

Value
Engine


Customer

Segments

Processes/

AcYviYes

Internal

Resources

Inputs/

Partners

Channels

&
RelaYon-‐

ships

Product/

Service

u  LEARN

u  BUILD

u  MEASURE

I
n
n
o
v

a
t
I
o
n

A
c
c
co
u
n
t
i
n
g

Pretotype/Prototype/Pilot/

Full
Scale

Big
Urgent
Market

Problem
(BUMP)

Engagement/



PROFIT

(Key
Metrics)

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

COST

(STRUCTURE)

REVENUE

(STREAMS)

Value
Engine


Customer

Segments

Processes/

AcYviYes

Internal

Resources

Inputs/

Partners

q  HR

Management

q  Firm

Infrastructure

q  Technology

Development

q  Procurements

q  Inbound

LogisCcs

q  OperaCons

q  Outbound

LogisCcs

q  MarkeCng
&

Sales

q  Service

Channels

&
RelaYon-‐

ships

Product/

Service

PROFIT

(Key
Metrics)

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

COST

(STRUCTURE)

REVENUE

(STREAMS)

Value
Engine


Customer

Segments

Processes/

AcYviYes

Internal

Resources

Inputs/

Partners

Channels

&
RelaYon-‐

ships

Product/

Service

PROFIT

(Key
Metrics)

Blue
Ocean
Strategy:

Six
Principles

1.  Reconstruct

market
bound-‐
aries
(6
paths)

2.  Focus
on
big

picture
(4
steps)

3.  Reach
beyond

exis8ng
demand

4.  Get
the
strategic

sequence
right

5.  Overcome
key

org.
hurdles

6.  Build
execu8on

into
strategy

Four
AcCons
F’work

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

COST

(STRUCTURE)

REVENUE

(STREAMS)

Value
Engine


Customer

Segments

Processes/

AcYviYes

Internal

Resources

Inputs/

Partners

Channels

&
RelaYon-‐

ships

Product/

Service

New

Entrants

(Startups)

SubsC-‐
tutes

(Incumbents)

PROFIT

(Key
Metrics)

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

COST

(STRUCTURE)

REVENUE

(STREAMS)

Value
Engine


Customer

Segments

Processes/

AcYviYes

Internal

Resources

Inputs/

Partners

Channels

&
RelaYon-‐

ships

Product/

Service

New

Entrants

(Startups)

SubsC-‐
tutes

(Incumbents)

Comple-‐
mentors

Inﬂuenc-‐
ers

PROFIT

(Key
Metrics)

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

COST

(STRUCTURE)

REVENUE

(STREAMS)

Value
Engine


Forces

Against

Forces

For

Customer

Segments

Processes/

AcYviYes

Internal

Resources

Inputs/

Partners

Channels

&
RelaYon-‐

ships

Product/

Service

PROFIT

(Key
Metrics)

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

COST

(STRUCTURE)

REVENUE

(STREAMS)

Value
Engine


S:

Strengths

O:

Opportuni-‐
Ces

W:

Weaknesses

T:

Threats

Customer

Segments

Processes/

AcYviYes

Internal

Resources

Inputs/

Partners

Channels

&
RelaYon-‐

ships

Product/

Service

PROFIT

(Key
Metrics)

ELEMENT
ICON
DESCRIPTION
SYMBOL
THEME:

CUSTOMER
CS

PRODUCT
PS

CHANNEL
CH/CR

GOAL/JOB
JTGD

PROBLEM
Prob

VALUE
VP

INPUT
KP

INTERNAL

RESOURCES

KR

PROCESS
KA

SOLUTION
Soln

Enterprise
Periodic
Table
(EPT)
of
Business
Model
Elements:
10
QuesCons
For
Visually
Designing
and
Using
Tools
Such
as

Brainstorming,
Experiment
Board,
Business
Model
Canvas,
Lean
Canvas,
Value
Chain,
and
SIPOC
Process
Diagram

#BMYacht.
Dr.
Rod
King.
&
&

1
2
3
4
5
6
8
7
9
1
0

ELEMENT
ICON
DESCRIPTION
SYMBOL
THEME:
QUESTION

CUSTOMER
CS
Who
is
the
customer?

PRODUCT
PS
What
is
the
product/service?

CHANNEL
CH/CR
How
is
the
product/service
delivered
to
customer?

GOAL/JOB
JTGD
What
is
the
customer’s
main
goal
(Job
To
Get
Done:

Physical/Intellectual/EmoYonal/Spiritual
Hierarchy)?

PROBLEM
Prob
What
are
problems/pains/barriers/obstacles?

VALUE
VP
What
is
the
big
urgent
problem/pain
(soluYon/beneﬁt)?

INPUT
KP
What
are
key
inputs/partners?

INTERNAL

RESOURCES

KR
What
are
internal
resources
(people;
infra’;
technology)?

PROCESS
KA
What
are
key
ac8vi8es
or
processes
of
the
organiza8on?

SOLUTION
Soln
What
are
soluYons/gains/beneﬁts?

Enterprise
Periodic
Table
(EPT)
of
Business
Model
Elements:
10
QuesCons
For
Visually
Designing
and
Using
Tools
Such
as

Brainstorming,
Experiment
Board,
Business
Model
Canvas,
Lean
Canvas,
Value
Chain,
and
SIPOC
Process
Diagram

#BMYacht.
Dr.
Rod
King.
&
&

1
2
3
4
5
6
8
7
9
1
0

#BMYacht.
Dr.
Rod
King.
&
&

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

C$
R$

P$

VP

+
-‐

What
are
soluYons/

gains/beneﬁts?

Who
is
the

customer?

What
are
problems/

barriers/obstacles?

How
is
product/service

delivered
to
customer?

What
is
the
product/service?

What
is
the
customer’s
main
goal
(Job
To
Get
Done:
Physical/Intellectual/EmoConal/Spiritual
Hierarchy)?

What
is
the
big
urgent
problem/pain
(soluCon/beneﬁt)?

#BMYacht.
Dr.
Rod
King.
&
&

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

C$
R$

P$

VP

+
-‐

What
are
soluYons/

gains/beneﬁts?

Who
is
the

customer?

What
are
problems/

barriers/obstacles?

How
is
product/service

delivered
to
customer?

What
is
the
product/service?

What
are

key

ac?vi?es
or

processes

of
the

organiza-‐
?on?

What
are

internal

resources

(people;

infra’;
tech-‐
nology)?

What
are

key
inputs/
partners?

What
is
the
customer’s
main
goal
(Job
To
Get
Done:
Hierarchy)?

What
is
the
big
urgent
problem/pain
(soluCon/beneﬁt)?

#BMYacht.
Dr.
Rod
King.
&
&

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

C$
R$

P$

VP

+
-‐

What
are
soluYons/

gains/beneﬁts?

Who
is
the

customer?

What
are
problems/

barriers/obstacles?

How
is
product/service

delivered
to
customer?

What
is
the
product/service?

What
is
the
big
urgent
problem/pain
(soluCon/beneﬁt)?

What
are

key

ac?vi?es
or

processes

of
the

organiza-‐
?on?

What
are

internal

resources

(people;

infra’;
tech-‐
nology)?

What
are

key
inputs/
partners?

What
is
the
customer’s
main
goal
(Job
To
Get
Done:
Hierarchy)?

1
2
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Business
Model
Yacht

Discover
and
Solve
Customer
Problems
Beaer,
Faster,
and
Cheaper

IntroducYon

Today,
startups
as
well
as
established
organizaCons
are
struggling
to
discover
and
solve
customer
problems
in
a
Cmely
manner.

On
the
one
hand,
tools
such
as
brainstorming
and
lateral
thinking
are
relaCvely
simple
to
use
but
produce
low
quality
soluCons.

On
the
other
hand,
tools
such
as
the
Six
Sigma
methodology,
Lean
Startup
method,
and
TRIZ
generate
high
quality
soluCons
but
take

a
long
Cme
to
understand
and
effecCvely
apply.
Mastery
of
these
lajer
tools
is
also
Cme-‐consuming
and
expensive.

ObjecYve

The
Business
Model
Yacht
is
designed
as
a
simple
customizable
storyboard
that
eliminates
the
trade-‐off
of
Complexity
vs.
Quality
in
tools

such
as
brainstorming,
lateral
thinking,
TRIZ,
Six
Sigma
methodology,
and
the
Lean
Startup
method.
The
Business
Model
(BM)
Yacht
can
be

considered
as
a
“Wisdomsourcing”
Board
for
collaboraCvely
organizing
and
managing
ideas
while
rapidly
solving
customer
problems.

Delight

The
Business
Model
Yacht
helps
people
to
bejer,
faster,
and
cheaper
solve
problems.
There
are
8
levels
of
proficiency
in
using
the
Business

Model
(BM)

Yacht.
The
first
level
of
proficiency
focuses
on
use
of
the
BM
Yacht
as
a
problem
discovery
tool.
At
this
first
level,
the
BM
Yacht

can
be
learned
and
applied
within
30
minutes
especially
as
a
tool
for
visually
collecCng
ideas
on
the
Voice
of
the
Customer.
At
the
eighth

level,

use
of
the
BM
Yacht
focuses
on
developing
ideas
on
the
evoluCon
of
business
model
ecosystems.
Use
of
the
BM
Yacht
at
interme-‐
diate
levels
ranges
from
product
innovaCon,
industry
analysis,
business
model
innovaCon
to
performance
management.

Procedure
(for
Level
1
of
the
Business
Model
Yacht)

1.  Make
a
large
(A1
size)
printout
or
drawing
of
the
template
for
the
Business
Model
(BM)
Yacht
and
place
it
on
a
table
or
wall.

2.  Write
out
a
descripCon
of
the
Customer
Goal
or
“Job
To
Get
Done”.

3.  Describe
or
list
each
problem
(preferably
using
Post-‐It
notes)
under
the
Problem
Space
or
“Red
Ocean”
on
len
hand
side.

4.  Choose
the
most
important
problem.
(Why
is
the
selected
problem
regarded
as
the
most
important?
What
are
impacts
of
problem?)

5.  Generate,
under
the
SoluCon
Space
or
“Blue
Ocean”,
ideas
for
solving
the
most
important
problem.
(Hint:
Use
analogical
thinking.)

6.  Select
the
highest
quality
soluCon
that
can
be
rapidly
implemented
as
well
as
which
has
the
least
cost.

References

Kim,
W.C.;
Mauborgne,
R.
(2004)
Blue
Ocean
Strategy.
Massachusejs:
Harvard
Business
Review
Press.

#VCYacht.
Dr.
Rod
King.
&
&

ITENN
Level
4:
BUS.
PROBLEM
SOLVING

q  4
Elements
of
Good
Strategy

q  Six
Sigma
Methodology

q  Theory
of
Constraints

q  Customer
Dev.
Stack

q  Lean
Startup
Method

Level
5:
VALUE
CHAIN
STRATEGY

q  Value
Chain
(Analysis)

q  5
Forces;
Env.
Analysis

q  3
Generic
Strategies

q  DisrupYve
InnovaYon
Theory

q  Blue
Ocean
Strategy/Canvas

Level
1:
PROBLEM
DISCOVERY

q  Voice
of
the
Customer;
NPS

q  Trade-‐oﬀs;
SWOT
Analysis

q  Red
Ocean
Strategy
Canvas

q  4
Problem
Archetypes;
BUMP

q  Product/Market
Matrix

Level
7:
BUS.
MODEL
EXECUTION

q  HolisYc
System
Resources

q  Core
Competences

q  Resource-‐Based
View

q  Balanced
Scorecard;
Kanban

q  Prototype/Pilot/Full
Scale

Level
8:
ECOSYSTEM
EVOLUTION

q  9
Windows
(MulYscreen)

q  Business
Model
Dashboard

q  Nested
S-‐Curve;
WarGaming

q  Value
Network
EvoluYon

q  EvoluYon
of
Shared
Value

Level
2:
PROBLEM
ANALYSIS

q  5
Whys;
AnalyYcal
Hierarchy

q  Root-‐cause
Analysis:
Fishbone

q  SIPOC
Process;
Pre-‐mortem

q  Universal
System
Structure

q  FuncYonal
Analysis
Diagram

THE
BUSINESS
MODEL
YACHT

o  Uses;
Areas
of
ApplicaCon

o  Associated
Concepts/Tools

o  Taxonomy
of
Tools
for

Problem
Finding
&
Solving

Level
3:
IDEA
GEN./EVALUATION

q  (Visual)
Brainstorming

q  E.R.I.C.
TacYcs
(“4
AcCons”)

q  SCAMPERR
Technique;
ASIT

q  TRIZ:
Ideal
Final
Result
(IFR)

q  Mission/Vision;
Pretotype

Level
6:
BUS.
MODEL
STRATEGY

q  Value
Net;
Lean
Canvas

q  Business
Model
Canvas/Env.

q  Business
Model
Storyboard

q  “SPARC”
Yacht/Framework

q  PESTLIED
Events
&
Trends

#VCYacht.
Dr.
Rod
King.
&
&

8
LEVELS
AND
USES
OF
BUSINESS
MODEL
YACHT

(Taxonomy
of
Problem-‐Based
Strategy
&
Learning)

Sense
and
Respond
to
Customer
Problems
Beaer,
Faster,
and
Cheaper

Problem-‐Based
Strategy
and
Learning
(PBSL)
Roadmap

Select/Reﬂect
on
a
Path
or
Program
for
Rapidly
Sensing
and
Responding
to
Big
Urgent
Market
Problems
(BUMPs)

BUSINESS
MODEL
HIERARCHY

(Unit
of
Analysis/ReDesign)

LEVEL
OF
PBSL
(Deliverable)

Supersystem

(Economy;
Macro-‐
environment)

Environment

(Industry;
Market)

System

(Enterprise/Value
Chain;

Product/Service)

Visionary/
Conceptual

Problem

Solving

(Feasible

Pretotype)

1.
PROBLEM
DISCOVERY

2.
PROBLEM
ANALYSIS

3.
IDEA
GENERATION/
EVALUATION

Strategic

Problem

Solving

(Viable

Prototype;

Viable
Pilot)

4.
BUSINESS
PROBLEM

SOLVING

5.
VALUE
CHAIN

STRATEGY

6.
BUSINESS
MODEL

STRATEGY

TacCcal/
Op.

Problem

Solving

(Proﬁtable

Full-‐scale)

7.
BUSINESS
MODEL

EXECUTION

Scenario

Thinking

8.
ECOSYSTEM

EVOLUTION

#VCYacht.
Dr.
Rod
King.
&
&

4
Problem
Archetypes

Product/Market
Matrix

#BMYacht.
Dr.
Rod
King.
&
&

PROBLEM

(Market
Trade-‐oﬀ/Size)

SOLUTION

(Product
Features)

Known
Unknown

Known
Simple
System

(Tame;

Closed;

Well-‐structured)

Complex
System

Unknown
Complicated
System
ChaoYc
System

(Wicked;

Open;

Ill-‐structured)

4
HolisYc
Strategies

Product/Market
Matrix

#BMYacht.
Dr.
Rod
King.
&
&

PROBLEM

(Market
Trade-‐oﬀ/Size)

SOLUTION

(Product
Features)

Known
Unknown

Known

Unknown

PRETOTYPE

PROTOTYPE

PILOT

FULL
SCALE

Stage/Tollgate

Theme/Project

1.

ConcepYon

(Problem/JTGD)

2.

Pretotype

(ChaoCc)

3.

Prototype

(Complex)

4.

Pilot

(Complicated)

5.

Full
Scale

(Simple)

NATURE
Fill
a
Niche/DNA:

Solve
Problem/

Resolve
Trade-‐oﬀ
in

Ecosystem

ANIMAL/

LIVING
ORGANISM

S?mulus/Idea/
Fer?lized
Egg

Forma?on/

Embryo/Foetus

Early
Growth/

Infant

Growth/

Adult

Maturity/

Old
Age
(Decline)

PROJECT/

EXPERIMENT

Problem/Goal
Hier-‐
archy/Voice
of
User

Prefeasibility

Study/Experiment

Ini?al
Feasibility

Study/Experiment

Interim
Feasibility

Study/Experiment

Final
Feasibility

Study/Execu?on

BOOK/

RESEARCH
REPORT

Literature
Review/
Fieldwork/

Theme/Topic/Title

Outline/Table
of

Content/Abstract/

Synopsis/Pre-‐order

Execu?ve
Summary/

One-‐Page
Summary/

Chapter
Summary

Manuscript/

Galley
Copy
of
Book

Final
Book

(for
Publica?on)

WEBSITE

DEVELOPMENT

Problem
To
Be
Solved/
Job
To
Get
Done

(JTGD)/Ideas

Pretotype/Pre-‐Order/
Fake
Oﬀer/Landing

Page/Ads/Video

Prototype

Website

Pilot

Website/

Video
Tutorial

Full
Scale

Website

PRODUCT
DESIGN/

BUSINESS
MODEL

PLANNING

Problem/Idea/

Tagline/

Vision/Mission/Pitch

Value
Proposi?on/

Strategy
(Canvas)/

Tac?c/Ad/Fake
It

Minimum
Viable

Product/Simula?on/

Ini?al
Level
of
Interest

Pilot
Product/

Ongoing
Interest/

One-‐Page
Plan

Full
Scale
Product/

Strategic
Plan/

Business
Plan

FILM/TV
SHOW
Theme/

Title/Headline/

High
Concept

Plot/

Synopsis/Checklist/
Sketch/Poster

Outline/

Storyboard/Video/

Movie
Trailer/Shot

Script/

Pre-‐screening

Screenplay/

Full
Launch/

Public
Viewing

TRANSPORTATION
Travel:

Faster,
Safer,
Free

FINANCING/SALE
Obtain
Capital/
Funding/Financing

Own
Fund/Adv.
Sale/
Rent/Crowdfunding

Angel
Funding

(in
stages)

Seed
Funding

(in
stages)

Venture
Funding/

Bank
Funding

Every
Great
Idea
or
Industry
Sails
Through
a
Lifecycle
of
5
Stages

Stage/Tollgate

Theme/Project

1.

ConcepYon

(Problem/JTGD)

2.

Pretotype

(ChaoCc)

3.

Prototype

(Complex)

4.

Pilot

(Complicated)

5.

Full
Scale

(Simple)

NATURE
Fill
a
Niche/DNA:

Solve
Problem/

Resolve
Trade-‐oﬀ
in

Ecosystem

Every
Great
Idea
or
Industry
Sails
Through
a
Lifecycle
of
5
Stages

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

COST

(STRUCTURE)

REVENUE

(STREAMS)

Value
Engine


Customer

Segments

Processes/

AcYviYes

Internal

Resources

Inputs/

Partners

Channels

&
RelaYon-‐

ships

Product/

Service

q 
Customer

Segment
Pivot

q Customer
Need
Pivot

q 
Channel
Pivot

q 
Zoom-‐in
Pivot

q Zoom-‐out
Pivot

q Plaiorm
Pivot

q Technology

Pivot

q Value
Capture
Pivot

q Engine
of
Growth
Pivot

q Business
Architecture
Pivot

PROFIT

(Key
Metrics)

The
TheoreYcal
Framework
of

The
Business
Model
Yacht

Is

HolisYc
Problem
Solving
(HPS)

Which
Encapsulates

ScienCﬁc
Problem
Solving

HolisYc
Problem
Solving
(HPS)
has
3
Levels

q  Visionary/Conceptual
Problem
Solving

q  Strategic
Problem
Solving

q  TacCcal/OperaConal
Problem
Solving

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
Listen
to
music
(at
home/work/outdoors)

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

C$
R$

P$

+
-‐

PS
KP

KR

KA
CS

CH
&

CR

VP

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
Listen
to
music
(at
home/work/outdoors)

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

C$
R$

P$

+
-‐

PS
KP

KR

KA
CS

CH
&

CR

q  Big/clunky
music
players

q  Complex:
diﬃcult
to
use

q  Small
song
storage

VP

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
Listen
to
music
(at
home/work/outdoors)

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

C$
R$

P$

+
-‐

PS
KP

KR

KA
CS

CH
&

CR

q  Big/clunky
music
players

q  Complex:
diﬃcult
to
use

q  Small
song
storage

q  Ultra-‐portable
digital

music
player

q  Simple:
easy
to
use

q  Large
song
storage

VP

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
Listen
to
music
(at
home/work/outdoors)

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

C$
R$

P$

+
-‐

PS
KP

KR

KA
CS

CH
&

CR

q  Big/clunky
music
players

q  Complex:
diﬃcult
to
use

q  Small
song
storage

digital

music
player

q  Simple:
easy
to
use

q  Large
song
storage

q  “A
Thousand
Songs
in
Your
Pocket”

q  Seamless
Music
XP

q  iPod
Hardware

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
Listen
to
music
(at
home/work/outdoors)

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

C$
R$

P$

+
-‐

PS
KP

KR

KA
CS

CH
&

CR

q  Big/clunky
music
players

q  Complex:
difficult
to
use

q  Small
song
storage

digital

music
player

q  Simple:
easy
to
use

q  Large
song
storage

q  “A
Thousand
Songs
in
Your
Pocket”

q  Seamless
Music
XP

q  iPod
Hardware

q  High
Profit
Margin

q  Extraordinary
Profit

q  Performance
Metrics

#VCYacht.
Dr.
Rod
King.
&
&

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

Value
Engine


Customer

Segments

Processes/

AcYviYes

Internal

Resources

Inputs/

Partners

Channels

&
RelaYon-‐

ships

Product/

Service

Goal
(Job
To
Get
Done):
Listen
to
music
(at
home/work/outdoors)

P$

C$
R$

+
-‐

#VCYacht.
Dr.
Rod
King.
&
&

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

Value
Engine


Customer

Segments

Processes/

AcYviYes

Internal

Resources

Inputs/

Partners

Channels

&
RelaYon-‐

ships

Product/

Service

Goal
(Job
To
Get
Done):
Listen
to
music
(at
home/work/outdoors)

P$

C$
R$

+
-‐

q  Big/clunky
music
players

q  Complex:
diﬃcult
to
use

q  Small
song
storage

#VCYacht.
Dr.
Rod
King.
&
&

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

Customer

Segments

Processes/

AcYviYes

Internal

Resources

Inputs/

Partners

Channels

&
RelaYon-‐

ships

Product/

Service

Goal
(Job
To
Get
Done):
Listen
to
music
(at
home/work/outdoors)

q  “A
Thousand
Songs
in
Your
Pocket”

q  Seamless
Music
XP

q  iPod
Hardware

q  Big/clunky
music
players

q  Complex:
difficult
to
use

q  Small
song
storage

digital

music
player

q  Simple:
easy
to
use

q  Large
song
storage

C$
R$

+
-‐

P$

q  High
Profit
Margin

Profit

q  Performance
Metrics

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
Listen
to
music
(at
home/work/outdoors)

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

C$
R$

P$

+
-‐

q  Staff/
Employees

q  Brand/Culture

q  IP

q  Infrastructure:

IT

q  Luxury
Spot

Strategy

q  Hardware/
Sonware

Design

q  MarkeCng
&

Sales

q  Record

companies

q  OEMs

q  Apple.com;

Big
Box
Retailer

q  iTunes
Store;

Retail
stores

q  Online/Face-‐to-‐Face;

Lock-‐in

q  Luxury
Spojer:

Listen
to
music

everywhere

q  Customer
Habit
Engine

q  Staff/Employees

q  Manufacturing/Infra’

q  MarkeCng
&
Sales

q  iPod
Hardware

q  iTunes

q  Commissions

q  High
Profit
Margin

Profit

q  Performance
Metrics

q  “A
Thousand
Songs
in
Your
Pocket”

q  Seamless
Music
XP

q  iPod
Hardware

q  Big/clunky
music
players

q  Complex:
difficult
to
use

q  Small
song
storage

digital

music
player

q  Simple:
easy
to
use

q  Large
song
storage

Channels

&
RelaYon-‐

ships

Product/

Service

Processes/

AcYviYes

Internal

Resources

Inputs
…

Customer

Segments

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

#VCYacht.
Dr.
Rod
King.
&
&

Where
currently

are
we?

Where
must
we

go?

How
must
we

get
there?

Problem

Pain:
(Un)Known

Goal
(Job
To
Get
Done):
Improve
innovaCon
and
performance
of
organizaCon

Method
(Strategy)

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
Improve
innovaCon
and
performance
of
organizaCon

CURRENT
INNOVATION/PERFORMANCE
FUTURE

Where
currently

are
we?

Where
must
we

go?

How
must
we

get
there?

Problem

Pain:
(Un)Known

Method
(Strategy)

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
Improve
innovaCon
and
performance
of
organizaCon

Where
currently

are
we?

Where
must
we

go?

Problem

Pain:
(Un)Known

CURRENT
FUTURE
Method
(Strategy)

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

C$
R$

P$

VP

+
-‐

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
Improve
innovaCon
and
performance
of
organizaCon

Where
currently

are
we?

Where
must
we

go?

Problem

Pain:
(Un)Known

CURRENT
FUTURE

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

C$
R$

P$

VP

+
-‐

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
Improve
innovaCon
and
performance
of
organizaCon

Where
currently

are
we?

Where
must
we

go?

Problem

Pain:
(Un)Known

CURRENT
FUTURE

PS
KP

KR

KA
CS

CH
&

CR

#VCYacht.
Dr.
Rod
King.
&
&

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

C$
R$

P$

VP

+
-‐

Goal
(Job
To
Get
Done):
Improve
innovaCon
and
performance
of
organizaCon

CURRENT
FUTURE

Where
currently

are
we?

Where
must
we

go?

#VCYacht.
Dr.
Rod
King.
&
&

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

C$
R$

P$

VP

+
-‐

Goal
(Job
To
Get
Done):
Improve
innovaCon
and
performance
of
organizaCon

CURRENT
FUTURE

#VCYacht.
Dr.
Rod
King.
&
&

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

C$
R$

P$

VP

+
-‐

Goal
(Job
To
Get
Done):
Improve
innovaCon
and
performance
of
organizaCon

CURRENT
FUTURE

Lack
of
shared
purpose,

mission,
and
vision

Emphasis
on
technical

features
of
products
rather

than
customer
experiences

Thinking
in

“silos”

No
common
language

or
framework
for

facilita?ng
innova?on

Unar?culated

values/culture

Unclear
Business

Model/Strategy

#VCYacht.
Dr.
Rod
King.
&
&

Goal
(Job
To
Get
Done):
……………………………………………….………………………….

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

COST

(STRUCTURE)

REVENUE

(STREAMS)

Value
Engine


Customer

Segments

Channels
&
RelaYonships

Product/Service

Processes/

AcYviYes

Internal

Resources

Inputs/

Partners

Lack
of
shared
purpose,

mission,
and
vision

Emphasis
on
technical

features
of
products
rather

than
customer
experiences

Thinking
in

“silos”

No
common
language

or
framework
for

facilita?ng
innova?on

Unar?culated

values/culture

Unclear
Business

Model/Strategy

PROFIT

(Key
Metrics)

“It’s
more
fun
to
be
a
pirate
than
to
join
the
navy."

Problem

Pain:
(Un)Known

RED
OCEAN

BLUE
OCEAN

SoluYon

Gain:
(Un)Known

THE BUSINESS MODEL YACHT FOR PROBLEM-BASED STRATEGISTS: Save Time and Money While Using a One-Size-Fits-All (OSFA) Tool

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