12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CANVAS vs. BUSINESS MODEL...

BUSINESSMODELCANVASvs.BUSINESSMODELSTRIP:12Disrup:onVulnerabili:esoftheBusinessModelCanvas

World’sFirstSoIwareforIdealCommunityPainSolving&Design(CPSD)“EliminatePain.AccelerateLearning.”Dr.RodKing.rodkuhnhking@gmail.com&@rodKuhnKing

q  Future(ToDo) ü  Present(Doing) q  Past(Done)WHEN:ITEM

BUSINESSMODELCANVAS(9BlockBusinessModel)

BUSINESSMODELSTRIP(OneLineBusinessModel)

1 Sta:cTool:9BusinessModelingTopicsSuperimposedon9BuildingBlocks/Boxes–CanvasrequiresHmetosketch/setupanduse

DynamicToolwithFeedbackLoop:4“Sense-andRespond”Topicson1“Spine”->InstantlySketch&Use(MinimumViableBusinessModelorLivingSystem)

2 BusinessModelOntology&Scorecard Process(PainSolving&LearningCycle)Dashboard

3 FocusonBusinessModelDocumenta:on FocusonBusinessModelPainDiscovery&Elimina:on

4 SingleStakeholder(Customer)Op:miza:on Mul:pleStakeholder(PlaWorm)Fitness/Alignment

5 SingleLevelOrganiza:on&ManagementofTopicsandIdeas;SingleLevelStory

Mul:levelOrganiza:on&ManagementofTopicsandIdeas;Mul:levelPainDiscovery&Solving/Stories

6 MonolithicTessella:onorVisualLayout Segmented/ModularLayout;Non-/LinearGraphics

7 RigidBusinessModelingParadigm:Canvas Flexible(PlaWorm)BusinessModelingParadigm:Cards

8 Profit-focusedImpacts SharedValue(Profit-andNon-Profit)Impacts&UX

9 Enterprise-facing(SupplyChain)Logic Customer&Enterprise-facing(SupplyChain)Logic

10 LimitedVisualLanguagetoDesignPlaWorms:EachLineofBusinessModel(Pipe)isIndirect

Mul:-pipeVisualLanguage&Nota:onSystem:GoalAchievement;MulHlevelPainSolving&ProjectMngt

11 VisuallyIntegratedwithFewBusinessTools VisuallyIntegratedwithALLBusinessTools

12 IndirectlyLinkedtotheLeanStartupMethod Directly&FullyIntegratedwithLeanStartupMethod

BusinessModelStrip&

Exponen:alBusinessCanvas

BUSINESSMODELSTRIP:RapidlyCreate,Test,andValidateEXPONENTIALBUSINESSMODELSfor10X-Growth

q  Future(ToDo) q  Present(Doing) q  Past(Done)WHEN:

VC VROF

ValueCreator

Feedback(-/+) Output ValueRecipient

BusinessModelStrip:4“Sense&Respond”Topicson1“Spine”

EXPONENTIALBUSINESSCANVAS:RapidlyCreate,Test,andValidateEXPONENTIALBUSINESSMODELSfor10X-Growth

VC VROF

ValueCreator

EXPONENTIALBUSINESSCANVAS:5Meso-Blocks

VC VROF

ValueCreator

VC VROF

ValueCreator

PAIN(COST;BUDGET):-

DELIGHT(BENEFIT;REVENUE/Pricing/Sale):+

VC VROF

ENVIRONMENT

ValueCreator

PAIN(COST;BUDGET):-

JobToGetDone(Vision/Strategy):…........................

ENVIRONMENT(SWOTAnalysis:

Analogs/An[logs)

(Solu[on:MinimumViable)Product

(Pain)Customer

LeanStartupStrip:“Con[nuousInnova[on”Topics

VC VROFJobToGetDone(Vision/Strategy):…........................

Analogs/An[logs)

ValueCreator

Measure

BuildLearn

(Pain)Customer

PAIN(COST;BUDGET):-

Analogs/An[logs)

ValueCreator

Measure

(EngineofGrowth:“PirateMetrics”)

BuildLearn(InnovaHonAccounHng)

(Pain)Customer

PAIN(COST;BUDGET):-

Analogs/An[logs)

ValueCreator

Measure

(Pain)Customer

PAIN(COST;BUDGET):-

Analogs/An[logs)

ValueCreator

Measure

(Pain)Customer

PAIN(COST;BUDGET):-

Apple’sEXPONENTIALBUSINESSCANVAS:EXPONENTIALBUSINESSMODELSfor10X-GrowthofClassiciPod

Analogs/An[logs)

ValueCreator

Measure

(Pain)Customer

PAIN(COST;BUDGET):-

“AThousandSongsinYourPocket”

High-endMusicLover

Asset(Product)Sale

AdvancedExponen:alBusinessCanvas

EXPONENTIALBUSINESSCANVAS:RapidlyCreate,Test,andValidateEXPONENTIALBUSINESSMODELS

Analogs/An[logs)

ValueCreator Output ValueRecipient

Measure

(Pain)Customer

PAIN(COST;BUDGET):-

Feedback(-/+)

Analogs/An[logs)

Measure

(Pain)Customer

EXPONENTIALBUSINESSCANVAS:9Micro-Blocks

Feedback(-/+)

Analogs/An[logs)

Measure

(Pain)Customer

PAIN(COST;BUDGET):-

Feedback(-/+)

Analogs/An[logs)

Measure

(Pain)Customer

PAIN(COST;BUDGET):-

Feedback(-/+)

Analogs/An[logs)

Measure

(Pain)Customer

Feedback(-/+)

Analogs/An[logs)

Measure

(Pain)Customer

PAIN(COST;BUDGET):- DELIGHT(BENEFIT;REVENUE/Pricing/Sale):+

Feedback(-/+)

Analogs/An[logs)

Measure

(Pain)Customer

KEYPARTNERS(Suppliers/Inputs)

PROCESS(AcHviHes/Tasks)

PRODUCT/SERVICE(10X-SoluHon:+/-;Analogs/AnHlogs)STRATEGY(10X-Goal/ObjecHve/ValueProposiHon)VISION(10X-Mission)

ENGINESOFGROWTH(Channels/MarkeHng/RelaHonship)

CUSTOMERARCHETYPE(JobToGetDone;Delight:+/Pain:-)

PEOPLE/CULTURE(Team/Resources:UnfairAdvantages)

KEYMETRICS(“PirateMetrics”;KPI)

PAIN(COST;BUDGET):-

ACCOUNTABILITY(ValidatedLearning/Progress)

Feedback(-/+)

IDEALEXPONENTIALBUSINESSCANVAS:RapidlyCreate,Test,andValidateEXPONENTIALBUSINESSMODELS

Analogs/An[logs)

Measure

(Pain)Customer

IDEALEXPONENTIALBUSINESSCANVAS:ChecklistforExponenHalBusinessModels

KEYPARTNERS(Suppliers/Inputs)OpenCollaborators;API-Affiliates

Prosumers/Crowdsourcers

BlueOcean/Disrup:veInnova:onPartners(Network)

Outsourcers

“Staff-On-Demand”

Crowdfunders

PROCESS(AcHviHes/Tasks)Collabora:on;BlueOceanStrategy;LeanStartupMethod;Algo-rithm/Automa:on

PRODUCT/SERVICE(10X-SoluHon:+/-;Analogs/AnHlogs)UX;DigitalPlaWorm;Self-XSTRATEGY(10X-Goal/ObjecHve/ValueProposiHon)BlueOcean/Disrup:on

VISION(10X-Mission)MassiveTransforma-:vePurpose(MTP)

ENGINESOFGROWTH(Channels/MarkeHng/RelaHonship)ViralLoop;EngagingCommunity(Fans)

CUSTOMERARCHETYPES(JobToGetDone;Delight:+/Pain:-)

Everyday/Frequent/(>=1bio.people)JobToGetDone;“Exponen:al”Painor“P.I.E.S.”Constraints;BigUrgentMarketPain(BUMP);ApparentlyImpossibleTrade-offorConflict

PEOPLE/CULTURE(Team/Resources:UnfairAdvantages)Visionary“A”Team;Holacracy;Exponen:alTech.;GamifiedPlat-form/LeasedAssets

KEYMETRICS(“PirateMetrics”;KPI)Real-:meDashboardonPerformanceof4E:Enterprise(BusinessModel)/Ecosystem/Economy/Environment

PAIN(COST;BUDGET):-MarginalCustomerAcquisi:onCost;LowCost

DELIGHT(BENEFIT;REVENUE/Pricing/Sale):+$1bio.Cap.in10Years;AwesomeCustomerExperience

ACCOUNTABILITY:Fact-basedDecisions(ValidatedLearning/Progress):Exponen:al/HockeyS:ck

Feedback(-/+)

BUSINESSMODELSTRIP:RapidlyCreate,Test,andValidateEXPONENTIALBUSINESSMODELS

VC VROF

ValueCreator-(VC)–ExO(Plaborm)

ValueRecipient

Feedback

BUSINESSMODELSTRIP(BMS)forExoCanvas:“OneLineBusinessModel(OLBM)”LogicofExOCanvas

WHATisfeedbackand/orreward

WHAToutcome(product/service)isoffered

WHOreceivesvalueWHOcreates,delivers,andsharesvalue

Output(O)

q  StaffonDemandq  Algorithmsq  LeveragedAssetsq  Autonomy

q  Dashboard(Real-Hme)

q  MassiveTransforma:vePurpose(MTP)

q  Interface(s)

q  Engagement

q  SocialNetworking

Analogs/An[logs)

Measure

(Pain)Customer

Feedback(-/+)

q  Community:2/MulHsided

(withBigUrgentMarketPain:BUMP)

q  Experiment

BusinessModelStripforEXPONENTIALORGANIZATIONS:“IDEAS-SCALE”Workflow

q  Interface(s) q  Community

q  Dashboard(Real-Hme)

BUSINESSMODELSTRIP:LINEAR(RedOcean)BUSINESSMODELS

VC VROF

ValueCreator-(VC)–LinO

(Pipe)

ValueRecipient

Feedback

BUSINESSMODELSTRIP(BMS)forTradi:onalLinearOrganiza:on(LinO):1-SidedMarket

WHATisfeedbackand/orreward

WHAToutcome(product/service)isoffered

WHOreceivesvalueWHOcreates,delivers,andsharesvalue

Output(O)

q  Own/Perm.Staffq  Manual/Mech.q  OwnedAssetsq  Top-DownMngt

q  MonthlyReport q  BlandMission/VisionStatement

q  Product/Service:Expensivetoupgrade

q  Tradi@onalAds

q  CustomerService

Analogs/An[logs)

Measure

(Pain)Customer

Feedback(-/+)

q  CustomerSegment:1-sided

q  Execute

BusinessModelStripforLINEAR(REDOCEAN)ORGANIZATIONS

q  PhysicalProduct q  1-SidedMarket

q  MonthlyFinancialReport

12 Disruption Vulnerabilities of the Business Model Canvas: BUSINESS MODEL CANVAS vs. BUSINESS MODEL...

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