The document discusses Business Model Development (BMD) as a methodology for designing, launching, and managing businesses, especially startups. BMD integrates best practices from fields like Blue Ocean Strategy, Customer Development, Lean Startup, and Business Model Canvas. It recognizes that traditional business planning is unsuitable for today's uncertain environment. BMD assumes businesses should be customer-centric and designed to deliver "Oh My God" customer experiences. BMD can help reduce startup failure risks by facilitating discovery, validation, execution, and management of business models.
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Business Model Development Toolkit
1. BUSINESS MODEL DEVELOPMENT
FOR BLUE OCEAN STARTUPS
A One-stop Toolkit for Discovering, Validating, and Managing Your Business Model
Dr. Rod Kuhn King
Visual Problem Solver, Inventor, and Magician
2. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business Model Development (BMD)
Involves a
Visual Integration of
Best Practice Methodologies
Including
Kim & Mauborgne’s Blue Ocean Strategy
Steve Blank’s Customer Development
Eric Ries’s Lean Startup
Alex Osterwalder’s Business Model Canvas
Rod King’s Wisdomsourcing Map
3. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business Model Development (BMD)
Is a More Cost-Effective Way
To Design, Launch, and Manage Businesses
Especially
4. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business Model Development (BMD)
Recognizes That
Business Plan Development (BPD)
Is an Ineffective and Unsuitable Approach
In a World of Rapid Commoditization,
Great Uncertainty, and Limited Resources
Such as in the World of
5. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
The Paradigm of
Business Model Development (BMD)
Assumes That Businesses
Should Be Conceived, Launched, and Managed
Like in Successful Magic Theater:
Customers Should Be Put First
In Order to Design and Deliver
Oh My God (OMG)-Customer Experiences
6. RAPID DEPLOYMENT AND LEARNING TIME AND MONEY SAVINGS
EASIER TO UNDERSTAND AND APPLY
CAN BE LINKED TO AND INTEGRATED
WITH ALL TOOLS FOR
CUSTOMER PROBLEM SOLVING
VERSATILE: APPLICABLE TO
SOFTWARE AND NON-SOFTWARE
BUSINESSES
FACILIITATES COLLABORATION
ADVANTAGES
OF
BUSINESS MODEL DEVELOPMENT
(BMD)
FOR BLUE OCEAN STARTUPS
SCALABLE AND FRACTAL TOOLS
“FUNNER” TO USE
ADVANTAGES OF BUSINESS MODEL DEVELOPMENT
FOR BLUE OCEAN STARTUPS
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
7. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Key
OMG-Experience:
Undesirable Experience:
Profit Margin
No. of Direct Competitors
(Level of Commoditization)
Blue Ocean
(“Practical Impossibility”)
Luxury Spot
Disruption Spot
Green Ocean Red Ocean
JOURNEY OF
THE BLUE OCEAN STARTUP
3
100%
6
10%
20%
10 (Global)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
8. (-): PAIN
(+): DELIGHT 2
Profit Margin
Direct Competitors
(Commoditization)
(+): DELIGHT 1
Industry Attractiveness
(Market Growth)
New
Market
Space
Existing
Market
SpaceKey
OMG-Experience:
Undesirable Experience:
GURUS
Market (Customer Problem/Goal): ……………………………………………
BLUE OCEAN STARTUP Cube
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
9. CUSTOMER CREATION PYRAMID FOR
THE BLUE OCEAN STARTUP
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Delighters
Satisfiers
Dissatisfiers
Delighters
Satisfiers
Dissatisfiers
Delighters
Satisfiers
Dissatisfiers
NON-COMPETITORS
(Remote Industries/Economy:
Sectoral & Geographical Non-alternatives)
DIRECT COMPETITORS
(Core Sector/Strategic Groups:
Substitutes)
BUSINESS
(New) Customer Value Proposition/Market: …………………………………………………………………..
NON- CUSTOMERS
o Profitable
o Break-even
o Unprofitable
Oh My God-
Product/Service
Why?
How?
Why?
How?
Why?
How?
INDIRECT COMPETITORS
(Peripheral/Adjacent Industries:
Alternatives/Value Chain Complements)
Diffusion (Word-of-mouth) Potential = Delighters + Satisfiers - Dissatisfiers
GURUS
10. CUSTOMER PERSPECTIVE (Voice of the Customer) BUSINESS PERSPECTIVE (Voice of the Business)
DEFINITION OF
OH MY GOD (OMG)-PRODUCT
GURUS
An Oh My God (OMG)-Product delivers an uncontested
experience or value which is so remarkable that the large
majority of customers say: “Oh My God!”
An Oh My God (OMG)-Product is an uncontested market
leader in a fast growing niche or market segment, that is, an
OMG-Product has a market share of at least three times that
of the nearest competitor as well as has a market growth rate
of at least 10% a year.
In addition, the OMG-Product has a profit margin of at least
20%.
DEFINITION OF
OH MY GOD (OMG)-PRODUCT
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
11. ARCHETYPAL STRATEGIES
FOR DESIGNING OH MY GOD (OMG)-PRODUCTS
GURUS
ARCHETYPAL
STRATEGIES
Existing Market (Segment)
(Compete on Existing Dimensions of
Customer Experience: Cost vs. Value or Diff.)
“Luxury Spot” Business Model:
High Differentiation & High Cost Strategy
“Disruption Spot” Business Model:
Low Cost or Disruptive Innovation Strategy
“Practical Impossibility” Business Model:
Emerging Blue Ocean Strategy
“Sweet Spot” Business Model:
High Differentiation & Moderate Cost
Strategy
New Market (Universe)
(Compete on New Dimensions of
Customer Experience: Pain vs. Delight)
“New Market” Business Model:
Ideal Market Disruption Strategy/
Ideal Blue Ocean Strategy/
Ideal Market Strategy
Zooming-in
Market Strategies
Zooming-out
Market Strategy
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
12. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
PROBLEM-SOLUTION
MAP
PROBLEM-SOLUTION MAP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
PROBLEM SOLUTION
13. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
“PUSH” BUSINESS MODEL DEVELOPMENT “PULL” BUSINESS MODEL DEVELOPMENT
GURUS
Supply-oriented Approach
Product-centric
Waterfall Model: Linear Product Development
Production Line/Chain Model
Classic Competitive Strategy
Traditional Business Plan
Traditional Strategic Plan
Traditional Balanced Scorecard
Long Cycle for Product Development
High Risk of Product-Market Misfit
Suitable in a Routine/Predictable World of Little or No Risk
as well as Great Access to Resources
Demand-oriented Approach
Customer-centric
Customer Development Model (Steve Blank): Iterative
Lean Startup Model (Eric Ries): Continuous Learning And
Rapid Prototyping/Deployment
Blue Ocean Startup (Rod King)
Blue Ocean Strategy
Disruptive Innovation Strategy
Crowdsourcing
QFD/Voice of the Customer
Six Sigma/Lean Thinking/
Agile Development/Just-In-Time
Concurrent Engineering
“PUSH” vs. “PULL”
BUSINESS MODEL
DEVELOPMENT
“PUSH” vs. “PULL”
BUSINESS MODEL DEVELOPMENT
14. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
BUSINESS MODEL
DEVELOPMENT
(BMD) MAP
4 STAGES IN THE WEB OF
BUSINESS MODEL DEVELOPMENT
1. BUSINESS MODEL PROBLEM & DISCOVERY 2. BUSINESS MODEL VALIDATION
3. BUSINESS MODEL EXECUTION 4. BUSINESS MODEL MANAGEMENT
15. ITENNBUSINESS MODEL
PROBLEM & DISCOVERY
What’s the evidence?
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS MODEL PROBLEM & DISCOVERY
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
16. ITENNBUSINESS MODEL
VALIDATION
What’s the evidence?
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS MODEL VALIDATION
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
17. ITENNBUSINESS MODEL
EXECUTION
What’s the evidence?
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS MODEL EXECUTION
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
18. ITENNBUSINESS MODEL
MANAGEMENT
What’s the evidence?
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
BUSINESS MODEL MANAGEMENT
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
19. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
THE 2 WORLDS OF
BUSINESS MODEL
DEVELOPMENT
THE 2 WORLDS OF BUSINESS MODEL DEVELOPMENT
BUSINESS MODEL PROBLEM & DISCOVERY BUSINESS MODEL VALIDATION
BUSINESS MODEL EXECUTION BUSINESS MODEL MANAGEMENT
WORLD OF BUSINESS MODEL SEARCH
(For ‘Startups/Entrepreneurs/Founders’)
WORLD OF BUSINESS MODEL EXECUTION
(For ‘Established Companies/Accountants’)
20. GURUS
PROBLEM UNIVERSE GOAL UNIVERSE
EXECUTION UNIVERSE LIFESPACE RESOURCES
(Internal/External)
WISDOMSOURCING
CANVAS
Theme:
WISDOMSOURCING CANVAS
A Zoomable Jigsaw Puzzle for Collaboratively Solving Problems and Presenting Solutions
Date: ……………………..……
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
21. BUS. MODEL DEVELOPMENT FOR THE BLUE OCEAN STARTUP
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Theme: ………………………………………………………………………………………… Date: …………………..…..
BUSINESS MODEL DEVELOPMENT (BMD) FOR THE BLUE OCEAN STARTUP
GENERIC ACTIVITIES FOR CORE & PERIPHERAL INDUSTRIES BUSINESS MODEL (CUSTOMER/PRODUCT)
WISDOMSOURCING
CANVAS
COLLABORATIVE PROBLEM SOLVING TASKS FOR
PROCESS/INDUSTRY/BUSINESS MODEL/PRODUCT
PROBLEM/
DISCOVERY
VALIDA-
TION
EXECU-
TION
MANAGE-
MENT
PROBLEM UNIVERSE:
GLOBAL PROBLEM
MAPPING
Collect/Define/Measure/Verify Problems, Pains, and Trade-offs
in System for Customer Segments/Personas
Organize/Group/Analyze Problems, Pains, and Trade-offs
Prioritize/Verify Big Urgent Market Pain (BUMP)
GOAL UNIVERSE:
GLOBAL GOAL
& STRATEGY
MAPPING
Collect/Generate/Verify OMG-Goals, Objectives, Strategies,
Tactics, Targets & Processes for Eliminating BUMP
Organize/Group/Generate a Hierarchy of OMG-Goals,
Objectives, Strategies, Tactics, Targets & Processes
Prioritize/Verify OMG-Goals, Objectives, Strategies, Tactics,
Targets & Processes and Synthesize into a Plan/Prototype
EXECUTION UNIVERSE:
GLOBAL STRATEGY
EXECUTION
Implement, Control, and Validate Plan/Prototype Reflecting
OMG-Goals, Objectives, Strategies, Tactics, Targets & Processes.
Prepare Project Charter and Form Project Team with Diverse
Members (Customers and Non-customers)
Mission/Vision: …………………….………………………………………………….
GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
22. MEMBER 4
MEMBER 6
MEMBER 1
MEMBER 5
MEMBER …
MEMBER 3
PROJECT TEAM FOR:
MEMBER 7
MEMBER 2
PROJECT TEAM FOR THE BLUE OCEAN STARTUPGURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
23. Ron Johnson
Phillip Schiller
Steve Jobs
Bruce Sewell
Peter Oppenheimer
Tim Cook
APPLE INC.:
Executives
(2010)
Scott Forstall
Jonathan Ive
PROJECT TEAM Template: Example
EXECUTIVE TEAM FOR APPLE INC.
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
24. MEMBER/CONTACT 4
MEMBER/CONTACT 6
MEMBER/CONTACT 1
MEMBER/CONTACT 5
MEMBER/CONTACT …
MEMBER/CONTACT 3
SOCIAL NETWORK/
CONTACTS FOR:
MEMBER/CONTACT 7
MEMBER/CONTACT 2
SOCIAL NETWORK FOR THE BLUE OCEAN STARTUPGURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
25. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
The Methodology of
Business Model Development (BMD)
Seamlessly Integrates
Major Breakthrough Ideas and Tools
In Customer Development,
Collaboration, Business Creativity,
Strategy, Innovation, and
Performance Management
Over the Last 50 Years
26. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business Model Development (BMD)
Helps to Reduce
the Risk of Failure of Businesses
Especially Scalable Startups
By Facilitating
the Discovery, Validation, Execution,
and Management of
Business Models
27. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Business Model Development (BMD)
Also Helps Individuals and Teams
To Deploy
Any Business Process or Methodology
In a
Simpler, Faster, and Funner Way
28. ITENN
E: ENVIRONMENT PROBLEMS
Inadequate Profit Margin/Cash
Flow/Return On Investment
Hyper-competition
Commoditization: Red Ocean
Ineffective Partners; Conflicts
Volatile/Chaotic Environment
P: PROCESS PROBLEMS
Incomplete Global Value Chain/
Business Model; Waste
Inadequate Business Processes:
Business Model Development/
Innovation/Strategy/Execution
Ineffective Marketing/Sales
S: SUPPLIER/MATERIAL
PROBLEMS
Inadequate Suppliers
Inadequate Materials
R: RETAILER/DISTRIBUTOR/
CHANNEL PROBLEMS
Inadequate Channels/
Distributors/Logistics
Inadequate Branding/Marketing/
Advertising
O: OUTPUT (PRODUCT/
SERVICE) PROBLEMS
Product-Market Misfit
Service-Market Misfit
Ineffective Pricing Model/
Strategy
Slow Prototyping/Deployment
Unacceptable Defects/Design
E: EMPLOYEE/KNOWLEDGE
ASSETS/CULTURE PROBLEMS
Unrealistic Vision/Forecast/Target
Ineffective Team/Culture
Ineffective Business Strategy
Ineffective Product Development
Ineffective Strategic Alignment
Inadequate Learning/Insights
WHY DO BUSINESSES
(STARTUPS) FAIL AND DIE?
INEFFECTIVE/INADEQUATE
Customer Value Proposition
Business Value (Experience)
Customer Value (Experience)
Competitive Advantage
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION PROBLEMS
Inadequate Machinery/
Equipment/Tools
Inadequate Technology
Inadequate Infrastructure
Inadequate Location
C: CUSTOMER/CONSUMER &
RELATIONSHIP PROBLEMS
Inadequate No. of Customers
Inadequate Market Growth Rate
Inadequate Customer Relation-
ships/Loyalty
Inadequate Collaboration/‘VoC’
WHY DO BUSINESSES (STARTUPS) FAIL AND DIE?GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
29. WHY?
HOW MANY? HOW MUCH?
WHAT (JOBS)?
HOW?
WHAT NEXT?
WHERE?
CUSTOMER JOBS TO BE DONE
(JBTD)
What’s the evidence?
WHEN?
WHO?
CUSTOMER JOBS TO BE DONE (JBTD)
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
30. ITENNCOMPETITORS’
PRODUCTS/SERVICES
What’s the evidence?
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
COMPETITORS’ PRODUCTS/SERVICES
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
31. WHY?
HOW MANY? HOW MUCH?
WHAT (PROBLEMS)?
HOW?
WHAT NEXT?
WHERE?
COMPETITORS’ PROBLEMS:
Weaknesses
Threats
What’s the evidence?
WHEN?
WHO?
COMPETITORS’ PROBLEMS
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
32. WHY?
HOW MANY? HOW MUCH?
WHAT (PROBLEMS/PAIN)?
HOW?
WHAT NEXT?
WHERE?
CUSTOMER PROBLEMS (PAIN)
What’s the evidence?
WHEN?
WHO?
CUSTOMER PROBLEMS
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
33. WHY?
HOW MANY? HOW MUCH?
WHAT (PROBLEMS)?
HOW?
WHAT NEXT?
WHERE?
BUSINESS PROBLEMS (PAIN)
What’s the evidence?
WHEN?
WHO?
BUSINESS PROBLEMS
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
34. CAUSE 4
CAUSE 6
CAUSE 1
CAUSE 5
CAUSE …
CAUSE 3
ROOT-CAUSE MAP
-------------------------------
MAIN PROBLEM (EFFECT):
What’s the evidence?
CAUSE 7
CAUSE 2
ROOT-CAUSE MAP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
35. WHY (MISSION)?
HOW MANY? HOW MUCH?
WHAT (VISION)?
HOW?
WHAT NEXT?
WHERE?
BUSINESS VISION
WHEN?
WHO?
BUSINESS VISION
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
36. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
WHAT IS A BUSINESS MODEL?
A Business Model or Value Chain
is a Schema of
How an Organization or Industry Operates
to Deliver Value
Especially Profit and
Oh My God-Customer Experiences
37. ITENN
ENVIRONMENT
UNIVERSAL MODEL OF A SYSTEM
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SYSTEM
OUTPUTPROCESSING
INPUT
(Elements)
FEEDBACK (“Pivot”/Learning Cycle)
38. ITENN
ENVIRONMENT
UNIVERSAL BUSINESS SYSTEM
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
SUPPLIERS/
MATERIALS
Partners CompetitorsInvestor
CUSTOMERS/
CONSUMERS
Government Society
RETAILERS/
CHANNELS
BUSINESS
OUTPUT
(Product/
Service)
PROCESSING
(PROCESSES)
INPUT
(EMPLOYEES/
MACHINERY)
FEEDBACK (“Pivot”/Learning Cycle)
39. INPUT (ELEMENT) 4 : X4
INPUT (ELEMENT) 6 : X6
INPUT (ELEMENT) 1: X1
INPUT (ELEMENT) 5 : X5
INPUT (ELEMENT) … : X…
INPUT (ELEMENT) 3 : X3
VISUAL EQUATION FOR
A SYSTEM
-------------------------------
OUTCOME OR OUTPUT (Y)
=
FUNCTION OF INPUTS (X)
INPUT (ELEMENT) 7 : X7
INPUT (ELEMENT) 2 : X2
VISUAL EQUATION FOR A SYSTEM
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
40. ITENNE: ENVIRONMENT P: PROCESSES
S: SUPPLIERS/MATERIALS
R: RETAILERS/DISTRIBUTORS/
CHANNELS
O: OUTPUTS (PRODUCT/
SERVICE)
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE
GLOBAL VALUE CHAIN:
OUTCOMES/GOALS
Customer Value Proposition (Job)
Business Value = Revenue/Cost
Customer Value (Experience) =
Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
C: CUSTOMERS/CONSUMERS &
RELATIONSHIPS
GLOBAL VALUE CHAIN
Zoomable Elements of a Value Chain or Business Model: “SEMPORCE”
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
41. ITENNE: ENVIRONMENT WASTE P: PROCESS WASTE
S: SUPPLIER/MATERIAL WASTE
R: RETAILER/DISTRIBUTOR/
CHANNEL WASTE
O: OUTPUT (PRODUCT/
SERVICE) WASTE
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE WASTE
GLOBAL VALUE CHAIN
WASTE:
OUTCOMES/DEFECTS
Customer Value Proposition (Job)
Business Value = Revenue/Cost
Customer Value (Experience) =
Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION WASTE
C: CUSTOMER/CONSUMER WASTE
GLOBAL VALUE CHAIN WASTEGURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
42. ITENNE: ENVIRONMENT HYPOTHESES P: PROCESS HYPOTHESES
S: SUPPLIER/MATERIAL
HYPOTHESES
R: RETAILER/DISTRIBUTOR/
CHANNEL HYPOTHESES
O: OUTPUT (PRODUCT/
SERVICE) HYPOTHESES
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE HYPOTHESES
GLOBAL VALUE CHAIN
HYPOTHESES:
EXPECTATIONS FOR
Customer Value Proposition (Job)
Business Value = Revenue/Cost
Customer Value (Experience) =
Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION HYPOTHESES
C: CUSTOMER/CONSUMER
HYPOTHESES
GLOBAL VALUE CHAIN HYPOTHESES
Formulate, Test, and Validate Hypotheses for Elements of Value Chain or Business Model
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
43. ITENNGLOBAL VALUE CHAIN:
GOALS
Customer Value Proposition (Job)
Business Value = Revenue/Cost
Customer Value (Experience) =
Customer Delight/Customer Pain
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GOALS OF GLOBAL VALUE CHAIN
Collaboratively List and/or Sketch Goals Including Elements of Vision, Value Proposition,
Business Value, and Customer Value
51. ITENN
E: ENVIRONMENT
ENVIRONMENT
Collaboratively List and/or Sketch Elements of Environment:
Partners/Complementors/Competitors/Industries/Investors/Government/NGOs/Enemies/Society
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
52. ITENNE: ENVIRONMENT
• Competitors/Industry/Economy
• Partners/Complementors
• Investors/Board of Directors
• Public/Society/Enemies/Non-customer
• Government/NGOs/Environment
P: PROCESSES
• Preparing/Searching/Discovering
• Purchasing/Leasing
• Receiving/Delivering/Learning/Installing
• Using/Sharing/Complementing
• Maintaining/Storing/Managing/Disposing
S: SUPPLIERS/MATERIAL E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE
GLOBAL VALUE CHAIN
(PERFORMANCE DASHBOARD)
OUTCOMES/GOALS
Customer Value Proposition (Job)
Business Value = Revenue/Cost
Customer Value (Experience) =
Customer Delight/Customer Pain
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
C: CUSTOMERS & CONSUMERS
RELATIONSHIPS
Core Customers/Users/Influencers
Peripheral Customers/Users/Influ.
Remote Customers/Users/Influ.
GENERIC ELEMENTS OF GLOBAL VALUE CHAIN
Collaboratively List, Sketch, Organize, and/or Manage Metrics for Elements of Value Chain
GURUS
R: RETAILERS/DISTRIBUTORS/
CHANNELS
Retailers/Distributors/Channels
Place/Warehousing/Location
Promotion/Buzz
Branding/Marketing
Advertising
Selling/Relationship Management
O: OUTPUTS (PRODUCT/
SERVICE)
Product/Service
Pricing
Packaging
Display
Design
Plan
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
53. ITENNE: ENVIRONMENT
Key Partners (KP)
P: PROCESSES
Key Activities (KA)
S: SUPPLIERS/MATERIALS
Key Resources (KR) – Suppliers
R: RETAILERS/DISTRIBUTORS/
CHANNELS
Channels (CH)
O: OUTPUTS (PRODUCT/
SERVICE)
Key Resources (KR) – Product/
Service
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE
Key Resources (KR) – Employees
GLOBAL VALUE CHAIN
FOR “BUSINESS MODEL
CANVAS”: GOALS
Customer Value Proposition (VP)
Revenue Streams (R$)
Cost Structure (C$)
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
Key Resources (KR) – Machinery
C: CUSTOMERS/CONSUMERS &
RELATIONSHIPS
Customer Segments (CS)
Customer Relationships (CR)
GLOBAL VALUE CHAIN FOR “BUSINESS MODEL CANVAS”
Visually Observe Similarities and Differences Between Global Value Chain & Business Model Canvas
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
54. ITENNE: ENVIRONMENT
Key Partners (KP)
Record Companies
Original Equipment Manufactur-
ers (OEMs)
P: PROCESSES
Key Activities (KA):
Hardware Design
Software Design
Marketing
S: SUPPLIERS/MATERIALS
Key Resources (KR) – Suppliers
R: RETAILERS/DISTRIBUTORS/
CHANNELS
Channels (CH)
iTunes Store
www.apple.com
Apple Stores
Selected Retail Stores
O: OUTPUTS (PRODUCT/
SERVICE)
Key Resources (KR) – Product/
Service
iPod Hardware
iTunes Software
Content & Agreements
E: EMPLOYEES/KNOWLEDGE
ASSETS/CULTURE
Key Resources (KR) – Employees
Staff
Apple Brand
APPLE INC.: iPod (2001)
Customer Value Proposition (VP):
“A Thousand Songs in Your Pocket”
Revenue Streams (R$): iPod Hard-
ware; iTunes Store; Commissions
Cost Structure (C$): Employees;
Manufacturing; Marketing & Sales
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
Key Resources (KR) – Machinery
C: CUSTOMERS/CONSUMERS &
RELATIONSHIPS
Customer Segments (CS)
Luxury Spot; Mass Market
Customer Relationships (CR)
“Lovemark”
Switching Costs
GLOBAL VALUE CHAIN FOR APPLE INC.: iPod
Visually Observe Similarities and Differences Between Global Value Chain & Business Model Canvas
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
55. FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) OUTCOME:
FUTURE
(DISRUPTIVE)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
GIVEN BUSINESS
MODEL
E:
Eliminate
R:
Reduce/Replace
I:
Increase
C:
Create
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
Staff/
Apple Brand
PROCESS
(Bus. Process/
Strategies)
Hardware Design/
Software Design/
Marketing
OUTPUTS:
PRODUCT/SERVICE
iPod Hardware/
iTunes Software/
Content &
Agreements
RETAILERS/DISTRIB./
CHANNELS
iTunes; apple.com;
Apple Stores/Others
CONSUMERS/
CUSTOMERS (Experience)
Luxury Spot/
Mass Market
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Record Companies/
Original Equipment
Manufacturers
(OEMs)/…
BUSINESS MODEL PIVOT FOR APPLE INC.: iPod - 2001
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem): ‘Fragmented’ Music ExperienceMission/Vision: “… Apple leads the digital music revolution. …”
56. HYPOTHESES PROBLEMS/
PAIN
(WEAKNESS-
ES/THREATS)
GOALS/Objectives/
Strategies/Tactics/
Initiatives/
Projects
Key Metrics/
Performance
Indicators/
Targets
Business Experiences (Impacts)
Description of BUSINESS/
GLOBAL VALUE CHAIN
Delight
(Revenue)
Pain
(Cost)
S: Suppliers
E: Employees/
Knowledge Assets
Staff/
Apple Brand/
Staffing Cost
M: Machinery/
Infrastructure
Hardware Design/
Software Design/
Marketing
P: Processes Marketing
Sales
Marketing Cost
Sales Cost
O: Outputs
(Product/Service)
iPod Hardware/
iTunes Software/
Content & Agreements
R: Retailers/
Distributors/
Channels
iTunes; apple.com;
Apple Stores/
Other Retailers
C: Consumers/
Customers
Luxury Spot/
Mass Market
High Revenue
(Hardware)
E: Environment Record Companies/
Original Equipment
Manufacturers (OEMs)/…
Commissions
VALUE CHAIN
(“SEMPORCE”)
BUSINESS
ECOSYSTEM
Customer Value Proposition:
“A Thousand Songs in Your Pocket”
BUSINESS VALUE
(PROFIT MARGIN)
BUSINESS MODEL PLAN FOR APPLE INC.: iPod - 2001
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
GURUS
Mission/Vision: “… Apple leads the digital music revolution. …” Market Segment (Customer Problem): ‘Fragmented’ Music Experience
57. FOCUS
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL MATRIX: Template
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
58. FOCUS EVOLUTION OF BUSINESS MODEL IDEAL BUSINESS
MODEL
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION/
INDUSTRY
PAST
BUSINESS MODEL
PRESENT
BUSINESS MODEL
FUTURE
BUSINESS MODEL
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL EVOLUTION
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
59. FOCUS BUSINESS MODEL LIFECYCLE: Five Stages in the Life of a Business Model
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION/
INDUSTRY
BIRTH GROWTH MATURITY DECLINE DEATH
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
Early Adopters/
Innovators
Early Majority Late Majority Overserved/
Underserved
Switchers
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
BUSINESS MODEL LIFECYCLE
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
60. FOCUS BUSINESS MODEL (CUSTOMER/PRODUCT) DEVELOPMENT DASHBOARD LEARNING:
Findings/
Insights/Deci-
sions/Actions
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION/
INDUSTRY
BUSINESS
MODEL PROB.
& DISCOVERY
BUSINESS
MODEL
VALIDATION
BUSINESS
MODEL
EXECUTION
BUSINESS
MODEL
MANAGEMENT
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
Early Adopters/
Innovators
Early Majority Late Majority Loyal/Overserved/
Underserved
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
BUSINESS MODEL DEVELOPMENT (BMD) MATRIX: Template
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
61. FOCUS BUSINESS MODEL (CUSTOMER/PRODUCT) DEVELOPMENT DASHBOARD LEARNING:
Findings/
Insights/Deci-
sions/Actions
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION/
INDUSTRY
BUSINESS
MODEL PROB.
& DISCOVERY
BUSINESS
MODEL
VALIDATION
BUSINESS
MODEL
EXECUTION
BUSINESS
MODEL
MANAGEMENT
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
Envision, Brain-
storm, Search for,
and/or Discover
Business Model
Validate Business
Model
Launch/Scale
Business Model;
Develop Mar-
keting Roadmap
Build Company
Culture;
Grow Company
OUTPUTS:
PRODUCT/SERVICE
Minimum Pro-
duct: Desirable/
Viable/Feasible
Product-Market
Fit: Prototype/
Pilot/No-frills
Product-Solution
Fit: Full Soft-
ware/ Hardware
More Fully Featured
Product: Software/
Hardware
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
Early Adopters/
Innovators
Early Majority Late Majority Loyal/Overserved/
Underserved
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
BUSINESS MODEL DEVELOPMENT (BMD) MATRIX: Populated
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
62. FOCUS BUSINESS MODEL TRENDS IN AN ECONOMY LEARNING:
Findings/
Insights/Deci-
sions/Actions
BUSINESS/
GLOBAL VALUE CHAIN
DESCRIPTION/
INDUSTRY
PHYSICAL
SECTOR
SOCIAL
SECTOR
KNOWLEDGE
SECTOR
SPIRITUAL
SECTOR
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
BUSINESS MODEL TRENDS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
63. FOCUS COMPETITORS/SECTOR/INDUSTRY FUTURE
(DISRUPTIVE/
IDEAL)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
GIVEN
BUS. MODEL
BUS. MODEL 1: BUS. MODEL 2: BUS. MODEL 3: BUS. MODEL
…
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
INDUSTRY BUSINESS MODELS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
64. FOCUS STRATEGY: How must the business model get there? Where must
business
model go?BUSINESS/
GLOBAL VALUE CHAIN
Where currently is
business model?
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL PLANNING
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
65. HYPOTHESES PROBLEMS/
PAIN
(WEAKNESS-
ES/THREATS)
GOALS/Objectives/
Strategies/Tactics/
Initiatives/
Projects
Key Metrics/
Performance
Indicators/
Targets
Business Experiences (Impacts)
Description of BUSINESS/
GLOBAL VALUE CHAIN
Delight
(Revenue)
Pain
(Cost)
S: Suppliers
E: Employees/
Knowledge Assets
M: Machinery/
Infrastructure
P: Processes
O: Outputs
(Product/Service)
R: Retailers/
Distributors/
Channels
C: Consumers/
Customers
E: Environment
VALUE CHAIN
(“SEMPORCE”)
BUSINESS
ECOSYSTEM
Customer Value Proposition (Job To Be Done): BUSINESS VALUE
(PROFIT MARGIN)
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
BUSINESS MODEL PLAN
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
66. FOCUS PROCESS: SWOT Analysis FUTURE
(DISRUPTIVE/
IDEAL)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
GIVEN
BUS. MODEL
S:
Strengths
W:
Weaknesses
O:
Opportunities
T:
Threats
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL SWOT ANALYSIS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
67. FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE
(DISRUPTIVE/
IDEAL)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
GIVEN
BUS. MODEL
E:
Eliminate
R:
Reduce/Replace
I:
Increase
C:
Create
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL PIVOT
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
68. FOCUS “PIVOT” PROCESS: VALUE INNOVATION TACTICS (What if … E.R.I.C.?) FUTURE
(DISRUPTIVE/
IDEAL)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
GIVEN
BUS. MODEL
E:
Eliminate
R:
Reduce
I:
Increase
C:
Create
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
Waste/Defects Waste/Defects/
Energy
Efficiency of Logistics/
Digitalization/
Partnerships/
Collaborations
ELEMENTS
(EMPLOYEES/
MACHINERY)
Unprofitable Assets/
Obsolete equip-
ment/machinery/
Manual/Travel
Assets/Training/
Staff/Compensation/
Materials/Meals/
Fuel/Travel/Location
Assets/IP/Training/
Productivity/IT/
Knowledge/
Motivation/Security
Assets/IP/
Outsourcing/
Competence/
Platform
PROCESS
(Bus. Process/
Strategies)
Delays/Complexity/
Bottlenecks/Waste/
Defects/Risks/
Uncertainties
Delays/Complexity/
Bottlenecks/Waste/
Risks/Uncertainties/
Marketing/Debt
Efficiency/Speed/
Agility/Flexibility/
Reliability/Accuracy/
Customization
Digitalization/
Integration/
Pricing unit/
KPIs
OUTPUTS
(PRODUCT/
SERVICE)
Dissatisfiers: Cost/
Concessions/
Complexity/
Delays/Aging
Delighters: Quality
Dissatisfiers: Cost/
Maintenance/Range/
Choice/Complexity
Dissatisfiers: Cost
Delighters/Value:
Convenience/Prestige/
Useability/Brand
Delighters:
Theme/Thrill/
Fun/Music/
Art/Adventure
RETAILERS/DISTRIB./
CHANNELS
Distribution outlets/
Retailers
Distribution outlets/
Marketing/Ad.
Distribution outlets/
Marketing/Ad./Service
Website/Word-
of-mouth
CONSUMERS/
CUSTOMERS (Experience)
Dissatisfiers:
Pain/Objections/
Complaints
Dissatisfiers:
Pain/Objections/
Complaints
Delighters/Key
metrics: Quality/Pro-
ductivity/Profitability
Demand/Goal:
Niches/Exper./
Crowdsourcing
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Industry barriers/
constraints/
Competition/
Risks/Threats/
Uncertainties
Environmental Risks/
Competition/
Risks/Threats/
Uncertainties/
Environmental
degradation
Profit (Margin)/ROI/
Share price/
Cash flow velocity/
Tracking/
Entry barriers/
Env. Friendliness
Partnerships/
Mergers/
Competitive
Intelligence/
Threshold ev./
Entry barriers
Mission/Vision: …………………….………………………………………………….
BUSINESS MODEL PIVOT: Scenarios
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS)
Market Segment (Customer Problem/Goal):
Increase or Appropriately Reduce CUSTOMER VALUE QUOTIENT
GURUS
69. SYSTEM ADJACENT (PERIPHERAL/ALTERNATIVE) BUSINESS MODELS FUTURE
(VISIONARY/
IDEAL)
BUS. MODEL
BUSINESS/
GLOBAL VALUE CHAIN
PRESENT/CORE
BUSINESS MODEL
Adjacency
1:
Adjacency
2:
Adjacency
3:
Adjacency
…
S: Suppliers
E: Employees/
Knowledge Assets
M: Machinery/
Infrastructure
P: Processes
O: Outputs
(Product/Service)
R: Retailers/
Distributors/
Channels
C: Consumers/
Customers
E: Environment
VALUE CHAIN
(“SEMPORCE”)
CORE Customer Value Proposition (Job To Be Done):
BUSINESS MODEL ADJACENCIES
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
70. FOCUS SIX SIGMA PROCESS
BUSINESS/
GLOBAL VALUE CHAIN
C:
Collect Info’
D:
Define Problem
M:
Measure
A:
Analyze
G:
Generate
I:
Improve
C:
Control
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
(Defects)
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
SIX SIGMA-BUSINESS MODEL MATRIX
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
71. FOCUS CUSTOMER DEVELOPMENT-BUSINESS MODEL
Expected vs. Actual Performance
LEARNING:
Findings/Insights/
Decisions/Actions
BUSINESS/
GLOBAL VALUE CHAIN
COMPANY
VISION
CUSTOMER
DISCOVERY
CUSTOMER
VALIDATION
CUSTOMER
CREATION
COMPANY
BUILDING
INPUT (SUPPLIERS/
MATERIALS/ENERGY)
ELEMENTS
(EMPLOYEES/
MACHINERY)
PROCESS
(Bus. Process/
Strategies)
OUTPUTS:
PRODUCT/SERVICE
Minimum Product:
Desirable/Viable/
Feasible
Product-Market Fit:
Prototype/
Pilot/No-frills
Product-Solution
Fit: Full Software/
Hardware
More Fully
Featured
Product
RETAILERS/DISTRIB./
CHANNELS
CONSUMERS/
CUSTOMERS (Experience)
Innovators Early Adopters
(“Earlyvangelists”)
Early Majority Late Majority/
Loyal
ENVIRONMENT
- COMPETITORS (Industry)
- PARTNERS (Complementors)
- INVESTORS (Revenue/Cost)
- PUBLIC/SOCIETY/Enemies
- GOVERNMENT/NGOs
Mission/Vision: …………………….………………………………………………….
CUSTOMER DEVELOPMENT-BUSINESS MODEL (CDBM) MATRIX
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
SYSTEM
(INDUSTRY/BUSINESS) GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
72. ITEM
FOCUS
CUSTOMER DISCOVERY DASHBOARD
STATEMENT/FORMULATION OF HYPOTHESES RESULT LEARNING:
Findings/
Insights/
Decisions/
Actions
BUSINESS/
GLOBAL VALUE CHAIN
JOBS/GOALS/STATEMENTS/QUESTIONS/ASSUMPTIONS MEDIA/
METRICS/
CRITERIA
Expected
Perform-
ance
Actual
Perform-
ance
S: SUPPLIERS
E: EMPLOYEES/
KNOWLEDGE ASSETS/IP
M: MACHINERY/EQUIP./
FACILITY/INFRASTRUCTURE
P: PROCESSES
O: OUTPUTS
(PRODUCT/SERVICE)
R: RETAILERS/DISTRIB./
CHANNELS
C: CONSUMERS/
CUSTOMERS
E: ENVIRONMENT/PUBLIC/
COMPETITORS/
INVESTORS/PARTNERS
CUSTOMER DISCOVERY-BUSINESS MODEL
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
GURUS
73. BUSINESS Upstream VALUE NETWORK (SUPPLY CHAIN OR “FOOD CHAIN”) Downstream
TO
FROM
S:
Suppliers
E:
Employees
M:
Machinery
P:
Processes
O:
Output
R: Retailers/
Wholesalers/Distr.
C:
Customers
E:
Environment
S: Suppliers
E: Employees/
Knowledge Assets
M: Machinery/
Facility/Infra’
P: Processes
O: Outputs
(Product/Service)
R: Retailers/
Distributors/
Channels
C: Consumers/
Customers
E: Environment
VALUE NETWORK
(“SEMPORCE”)
Customer Value Proposition (Job To Be Done):
VALUE NETWORK-BUSINESS MODEL
Collaboratively Design Oh My God-Visijon, Strategies, Products, Services, and Business Models
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
74. PUBLISHER Upstream VALUE NETWORK (SUPPLY CHAIN OR “FOOD CHAIN”) Downstream
TO
FROM
S:
Suppliers
E:
Employees
M:
Machinery
P:
Processes
O:
Output
R: Retailers/
Wholesalers/Distr.
C:
Customers
E:
Environment
S: Suppliers
E: Employees/
Knowledge Assets
M: Machinery/
Facility/Infra’
P: Processes Print books Stock/pack books
Det. allocations
O: Outputs
(Product/Service)
Books Book inventory;
Merchandise titles
R: Retailers/
Distributors/
Channels
Establish
identity
Ship books;
Deliver orders;
Dispose of returns
C: Consumers/
Customers
Create
demand
Articulate value Buy books
E: Environment
VALUE NETWORK
(“SEMPORCE”)
Customer Value Proposition (Job To Be Done):
VALUE NETWORK-BUSINESS MODEL: Traditional Book Publisher
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
GURUS
Mission/Vision: …………………….…………………………………………………. Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
75. CUSTOMER DEVELOPMENT FOR SCALABLE STARTUPS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Theme: ………………………………………………………………………………………… Date: …………………..…..
CUSTOMER DEVELOPMENT FOR SCALABLE STARTUPS
GENERIC ACTIVITIES FOR CORE & PERIPHERAL INDUSTRIES CUSTOMER
DISCOVERY
CUSTOMER
VALIDA-
TION
CUSTOMER
CREATION
COM-
PANY
BUILD-
ING
WISDOMSOURCING
CANVAS
COLLABORATIVE PROBLEM SOLVING TASKS FOR
PROCESS/INDUSTRY/BUSINESS MODEL/PRODUCT
PROBLEM UNIVERSE:
GLOBAL PROBLEM
MAPPING
Collect/Define/Measure/Verify Problems, Pains, and
Trade-offs in System for Customer Segments/Personas
Organize/Group/Analyze Problems, Pains, and Trade-offs
Prioritize/Verify Big Urgent Market Pain (BUMP)
GOAL UNIVERSE:
GLOBAL GOAL
& STRATEGY
MAPPING
Collect/Generate/Verify OMG-Goals, Objectives, Strategies,
Tactics, Targets & Processes for Eliminating BUMP
Organize/Group/Generate a Hierarchy of OMG-Goals,
Objectives, Strategies, Tactics, Targets & Processes
Prioritize/Verify OMG-Goals, Objectives, Strategies, Tactics,
Targets & Processes and Synthesize into a Plan/Prototype
EXECUTION UNIVERSE:
GLOBAL STRATEGY
EXECUTION
Implement, Control, and Validate Plan/Prototype Reflecting
OMG-Goals, Objectives, Strategies, Tactics, Targets &
Processes
Prepare Project Charter and Form Project Team with Diverse
Members (Customers and Non-customers)
Mission/Vision: …………………….………………………………………………….
GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
77. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Resegmented/
Reframed/Low-cost
Market
Cost
(Adoption Barrier; Complexity;
Inaccessibility; Delay)
Existing High end-
Market
Performance
(Functionality;
Quality)
Key
OMG-Experience:
Undesirable Experience:
GURUS
Cost-Performance Map for ‘Market Types’
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
Entirely New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
78. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Key
OMG-Experience:
Undesirable Experience:
CUSTOMER EXPERIENCE MAP: Template
Collaboratively Collect, Organize, Prioritize, and Manage
Vision, Strategies, Products, Services, and Business Models
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
79. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Cost-Quality Map
For Product/Service/Business Model
Where Currently is the System?/Why? Where Must the System go?/Why? How Will the System Get There?
Key
OMG-Experience:
Undesirable Experience:
Quality
(Performance)
Cost
(Price)
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
80. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Cost-Differentiation Map
Visually Describe, Analyze, and Manage Customer Experiences (in Space/Time)
Key
OMG-Experience:
Undesirable Experience:
Differentiation
(Uniqueness)
Cost
Classic
DIFFERENTIATION
Strategy
Classic
COST LEADERSHIP
Strategy
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
“STUCK-IN-THE-
MIDDLE”
Strategy
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
81. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Low-end Disruption
(Disruptive Innovator:
Low-end, Overserved
Customers; Low Margin;
‘Good Enough’ Quality)
Cost
(Adoption Barrier; Complexity;
Inaccessibility; Delay)
Sustaining Innovation
(Incumbent: High end,
‘20-80’ Customers;
High Profit Margin)Performance
(Functionality;
Quality)
Key
OMG-Experience:
Undesirable Experience:
GURUS
Cost-Performance Map
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market Disruption)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
82. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Key
OMG-Experience:
Undesirable Experience:
Differentiation
(Uniqueness)
Risk
SCALE
Differentiated
Business Model
STANDARDIZE
Product/Service;
OUTSOURCE
‘Peripherals’
TRANSFER
Resources and
EXIT
INVENT
Differentiated
Product/Service
GURUS
Value Innovation Cycle
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
83. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Key
OMG-Experience:
Undesirable Experience:
Differentiation
(Uniqueness)
Risk
“PAPER” COMPANY
(Luxury Spot)
“ROCK” COMPANY
(Sweet Spot)
“SCISSORS” COMPANY
(Disruption Spot)
GURUS
Growth vs. Competition Cycle
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
84. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Customer Intimacy
DISCIPLINE
Operational
Excellence
DISCIPLINE
Quality of
Experience
(Performance)
Cost
Product Leadership
DISCIPLINE
Key
OMG-Experience:
Undesirable Experience:
GURUS Value Discipline Map
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market Segment (Customer Problem/Goal): ………………………………………………………
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
85. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Defect (Error; Waste; Delay;
Complaint; Deviation from ‘Standard’;
Delivery Time; Complexity)
Process
Speed
(Agility; Flow;
Efficiency;
Effectiveness)
Lean-Six Sigma
METHODOLOGY
Six Sigma
METHODOLOGY
Lean Manufacturing
METHODOLOGY
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
Key
OMG-Experience:
Undesirable Experience:
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Lean-Six Sigma Map
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
86. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Novelty of
Meaning
(Interaction; Job;
Utility; Want;
Language; Style;
Differentiation)
Technology Obsolescence
(Maturity; Cycle; Evolution)
Game-changing
MEANING/TOOL
(Paradigm Shift)
Emergent
MEANING/TOOL
Generic
MEANING/TOOL
(Existing Paradigm)
Stretch
MEANING/TOOL
Disruptive
MEANING/TOOL
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
Key
OMG-Experience:
Undesirable Experience:
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Meaning-driven Innovation Map
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
88. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Cash Cow
Star
Market
Growth
Rate
Commoditization
(1 – Market Share)
Dog
Question Mark
Key
OMG-Experience:
Undesirable Experience:
GURUS
Market Segment (Customer Problem/Goal): ………………………………………………………
Product Portfolio Map
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
89. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Key
OMG-Experience:
Undesirable Experience:
GURUS
Sweet SpotBlue Ocean
(“Practical Impossibility”)
Luxury Spot
Disruption Spot VolcanoOasis
Green Ocean Red OceanNo Man’s Island
CUSTOMER EXPERIENCE MAP: Descriptions
Collaboratively Collect, Organize, Prioritize, and Manage
Vision, Strategies, Products, Services, and Business Models
3
10
6
3
6
10
Ideal Value Space
(Ideal Market/
Ideal Impossibility/
Ideal Tool/
Ideal Universe/
New Market)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
90. (-): PAIN
(+): DELIGHT
Disruption Spot
Luxury Spot
Strategic
Choice
Big Urgent Market
Pain
(BUMP)
BUMP MAP
Collaboratively Discover or Identify Big Urgent Market Pain (BUMP)
Urgency
(Need/Importance)
of Solution
Size or Pervasiveness of Pain
(Number of ‘Victims’ or
Customers & Non-customers)
GURUS
List of Stakeholders
Market Segment (Customer Problem/Goal): ………………………………………………………
Little Urgent
Market Pain
(LUMP)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
91. (-): PAIN
(+): DELIGHT 2
Emotional Delight
(Branding/Differentiation; Customization)
Intellectual Pain
(Complexity; Cost
Inaccessibility;
Processing Time)
(+): DELIGHT 1
Physical Delight
(Functionality; Quality; Performance)
Future
Market
Space
Existing
Market
SpaceKey
OMG-Experience:
Undesirable Experience:
GURUS
Market (Customer Problem/Goal): ……………………………………………
Customer Value Cube
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
92. (-): PAIN 2
(+): DELIGHT 2
Value
(Quality; Differentiation)
Waste
(Cost; Time; Defect)
Lean
Startup
(-): DELIGHT 1
Performance
(Functionality)
Future
Market
Space
Existing
Market
SpaceKey
OMG-Experience:
Undesirable Experience:
GURUS
Market (Customer Problem/Goal): Lean Customer Development
LEAN STARTUP Cube
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
93. 0
2
4
6
8
10
0 2 4 6 8 10
DELIGHT
PAIN
Customer Value Quotient (VEQ) = Weighted Delight/Weighted Pain = Utility Function
= Slope of Customer Experience Curve
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
TRADE-OFF GRAPH: Template
Visually Describe, Analyze, and Manage Customer Experiences & Trade-offs
Desirable Experience
Undesirable Experience
GURUS
Zero Trade-off
(Ideal Tool/New Market Disruption/Singularity)
Market Segment (Customer Problem/Goal):
………………………………………………………………………..…
94. 0
2
4
6
8
10
0 2 4 6 8 10
DELIGHT
( Differentiation;
Quality)
PAIN
(Cost)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Classic Competitive Strategies Graph
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
CONVENTIONAL THINKING
(“Higher quality, higher cost”)
“Stuck
in the
Middle”
Classic
Differentiation
(“Short head”/
“20-80”/
High Profit
Margin)
Classic Cost
Leadership
(“Long Tail”/
Low Profit
Margin)
Desirable Experience
Undesirable Experience
GURUS
Zero Trade-off
(Ideal Tool/New Market Disruption/Singularity)
Market Segment (Customer Problem/Goal):
Competitive Advantage
Customer Value Quotient (CVQ) = Weighted Delight/Weighted Pain = Utility Function
= Slope of Customer Experience Curve
95. 0
2
4
6
8
10
0 2 4 6 8 10
DELIGHT
( Knowledge;
Quantity)
PAIN
(Cost; Price)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Knowledge Advantage Graph
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
DEMAND CURVE
(When price decreases, demand increases)
KNOWLEDGE ADVANTAGE CURVE
(‘Long-term Demand Curve’)
GURUS
Market Segment (Customer Problem/Goal):
………………………………………………………………………..…
Zero Trade-off
(Ideal Tool/New Market Disruption/Singularity)
Customer Value Quotient (VVQ) = Weighted Delight/Weighted Pain = Utility Function
= Slope of Customer Experience Curve
96. 0
2
4
6
8
10
0 2 4 6 8 10
DELIGHT
(Quantity)
PAIN
(Price)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Price-Quantity (Demand & Supply) Graph
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
DEMAND CURVE
(When price decreases, consumer increases demand)
SUPPLY CURVE
(When price increases, supplier increases quantity)
Market Segment (Customer Problem/Goal):
………………………………………………………………………..…
Zero Trade-off
(Ideal Tool/New Market Disruption/Singularity)
GURUS
Customer Value Quotient (VVQ) = Weighted Delight/Weighted Pain = Utility Function
= Slope of Customer Experience Curve
97. 0
2
4
6
8
10
0 2 4 6 8 10
Illustrating Moore’s Law as an Instance of Evolution Towards ‘Zero Trade-off’
DELIGHT
(Transistors)
PAIN
(Size)
CEQ = 8/1= 8
Customer Experience Quotient (CEQ) = Weighted Delight/Weighted Pain Function of (Transistors/Size)
= Slope of Customer Experience Curve
CEQ = 4/1= 4
CEQ = 2/1= 2
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Moore’s Law Graph
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
Market (Customer Goal): Integrated Circuit Board
GURUS
Zero Trade-off
(Ideal Tool/New Market Disruption/Singularity)
98. E: ENVIRONMENT
• Competitors/Econ./Complementors
• Partners: Distribution Channels
• Investors
• Public/Society/Enemies
• Government/NGOs/Environment
GLOBAL VALUE CHAIN FOR
BLUE OCEAN
Customer Value Proposition::
[REVENUE/COST]
P: PROCESS CHAIN/GOALS
Ambidextrous Business Model
Experimentation: Fast and Low-cost
Failures; Big (Disruptive) Wins
Unique Technology (IP); Agile Process
Mass Customization; Just-in-Time
R: RETAILERS/DISTRIBUTORS/
CHANNELS/INTERFACE
Online Business/Store
Offline: Superstores; Franchises
Real-time Transaction of Orders
Integrated Channel Management
E: EMPLOYEES/KNOWLEDGE ASSETS/
CULTURE
Highly Productive and Creative
Discovery-driven Learning
Customer Development/Lean Startup
Fast Decisions
Ambidextrous Org.: De-/Centralized
C: CONSUMERS/CUSTOMERS
Long-tail (80/20) Consumers/
Customers
Short-head (20/80) Consumers/
Customers; Online Support
O: OUTPUTS/PRODUCT/SERVICE
High Quality; Feature-differentiated
High Differentiation; Recognizable
Brand; Unique Design
Low Price or Free; Widely Accessible
Self-service
S: SUPPLIERS/MATERIALS
Real-time Integrated Scheduling/
Shipping/Warehouse Management
External Co-creators
Cheaper Supplies: Raw Materials
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
Informal Ambience/Atmosphere
Advanced Technology Platform:
Automation
Massive/Scalable Infrastructure
Modular Architecture: Interoperable
KEY
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow)
Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow)
GURUS
BLUE OCEAN-BUSINESS MODEL
Collaboratively Expand Market and Become Uncontested Leader in Emerging Fast-growing Industry
99. E: ENVIRONMENT
• Competitors/Econ./Complementors
• Partners: Distribution Channels
• Investors
• Public/Society/Enemies
• Government/NGOs/Environment
GLOBAL VALUE CHAIN FOR
DISRUPTION SPOT
Customer Value Proposition::
[REVENUE/COST]
P: PROCESS CHAIN/GOALS
Standardization; Modularization
Process Improvement & Waste Min.
Optimization/Outsourcing/Innovation
Customer Development; Lean Startup
Process Improvement & Waste Red.
R: RETAILERS/DISTRIBUTORS/
PROMOTION CHANNELS
Online Business/Store
Offline: Superstores/Franchises:
Low Cost, High Volume-Products/
Services
E: EMPLOYEES/KNOWLEDGE ASSETS/
CULTURE
Centralized Organization
Productivity and Process-focused
Lower Paid Employees
Vertical Teams/Structured Jobs
“Cultivation/Control” Culture
C: CONSUMERS/CUSTOMERS
Mass Market: Overserved/Unserved
Early/Fast Adopters; Pragmatists
‘Good Enough’ or Minimum Customer
Service
O: OUTPUTS/PRODUCT/SERVICE
Simple-to-use Product/Service
‘Good Enough’ Functionality/Quality
Low/Discounted Price
Widely Available; Fast-moving
S: SUPPLIERS/MATERIALS
Low-price and Quality-Compliant
Suppliers
Contracted/Outsourced Suppliers
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
Cost-reduction Platform
High Quality/Scalable IT Architecture
Optimized Plant Capacity/Infra’
High Asset Utilization
Low Rent/Suburban Location
KEY
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow)
Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow)
GURUS
DISRUPTION SPOT-BUSINESS MODEL
Collaboratively Expand Market and Become Uncontested Leader in Emerging Fast-growing Industry
100. E: ENVIRONMENT
• Competitors/Industry/Economy
• Partners/Complementors
• Investors: Large Capital Investment
• Public/Society/Enemies
• Government/NGOs/Environment
GLOBAL VALUE CHAIN
FOR LUXURY SPOT
Customer Value Proposition:
[REVENUE/COST]
P: PROCESS CHAIN/GOALS
Customer Experience-Driven/Inno.
Customer Relationship Management
Outstanding Marketing/Branding
Excellent R & D/Product Engineering
Selective Customization
R: RETAILERS/DISTRIBUTORS/
PROMOTION CHANNELS
Few Stores: High Cost, Low Volume-
Products/Services
Exclusive Access
E: EMPLOYEES/KNOWLEDGE ASSETS/
CULTURE
Decentralized Organization
High Level of Employee Creativity
Design/Solutions-Competence
Intimate Knowledge of the Consumer
Organic/“Collaboration” Culture
C: CONSUMERS/CUSTOMERS
Personalized Interaction/Experience:
High Touch, High Feel; Co-creation
Customer Experience Segmentation
Superior Customer Support
High end Customers: Conservative
O: OUTPUTS/PRODUCT/SERVICE
Rare Product/Service; Premium Price
High Performance; High Quality
Highly Recognized Brand; Extension
Feature-rich; High Profit Margin
Prestigious; Cool Factor; Social Aura
S: SUPPLIERS/MATERIALS
Novel/Unique Materials
M: MACHINERY/EQUIPMENT/
FACILITY/LOCATION
Highly Innovative/Disruptive
Technology
Luxury Ambience
High Rent; Premium/Urban Location
KEY
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Existing Revenue (Reward/Info flow) Potential Revenue (Reward/Info flow)
Existing Cost (Entry Barrier/Info Flow) Potential Cost (Entry Barrier/Info Flow)
GURUS
LUXURY SPOT-BUSINESS MODEL
Collaboratively Expand Market and Become Uncontested Leader in Existing Fast-growing Industry
101. IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Selection Criteria:
Needs & Barriers
COMPETITORS
Function/
Content/
Perf./
Knowledge
Quality/
Reliability/
Accuracy/
Efficiency
Brand/
Emotion/
Style/Aura/
Prestige
Customization/
Personalization/
Interactivity/
Entertainment
Cost
(Price)
Inaccessibility/
Unavailability/
Inflexibility/
Friction/Scale
Complexity/
Difficulty/
Support/
Range/Risk
Process
Time/
Delay/
Age
WEIGHT
(IMPORTANCE)
Given Business/
Product:
CORE
COMPETITORS
(Core Industry)
PERIPHERAL
COMPETITORS
(Peripheral Ind.)
REMOTE
COMPETITORS
(Remote Ind.)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Mission/Vision: …………………….………………………………………………….
GURUS
Market Segment (Customer Problem/Goal): ……………………….….…
CUSTOMER EXPERIENCE OF COMPETITORS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business Models
102. IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Selection Criteria:
Needs & Barriers
CURVES
Function/
Content/
Perf./
Knowledge
Quality/
Reliability/
Accuracy/
Efficiency
Brand/
Emotion/
Style/Aura/
Prestige
Customization/
Personalization/
Interactivity/
Entertainment
Cost
(Price)
Inaccessibility/
Unavailability/
Inflexibility/
Friction/Scale
Complexity/
Difficulty/
Support/
Range/Risk
Process
Time/
Delay/
Age
WEIGHT
(IMPORTANCE)
Given Business/
Product:
CUSTOMER
EXPERIENCE
CURVES
10
8
6
4
2
0
Mission/Vision: …………………….………………………………………………….
Key -> 1: Low level; 10: Extraordinary level of experience
Customer Value Quotient (CVQ)
= Weighted Delight/Weighted Pain
CUSTOMER EXPERIENCE CURVES
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business ModelsGURUS
Market Segment (Customer Problem/Goal): ……………………….….…
103. Mission/Vision: …………………….………………………………………………….
IMPACTS
SYSTEM
VOICE OF THE CUSTOMER IN CORE & PERIPHERAL INDUSTRIES
CUSTOMER DELIGHT (+) CUSTOMER PAIN (-)
Selection Criteria:
Needs & Barriers
TACTICS
Function/
Content/
Perf./
Knowledge
Quality/
Reliability/
Accuracy/
Efficiency
Brand/
Emotion/
Style/Aura/
Prestige
Customization/
Personalization/
Interactivity/
Fun/Entertain.
Cost
(Price/
Weight/
Material)
Inaccessibility/
Unavailability/
Inflexibility/
Friction/Scale
Complexity/
Difficulty/
Support/Risk
Range/Shape
Process
Time/
Delay/
Age
WEIGHT
(IMPORTANCE)
Av. Competitor:
Chief Competitor:
Given Business/
Product:
E: Eliminate
R: Reduce
I: Increase
C: Create
CUSTOMER EXPERIENCE TACTICS
Collaboratively Design Oh My God-Vision, Strategies, Products, Services, and Business ModelsGURUS
Market Segment (Customer Problem/Goal): ……………………….….…
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
104. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GURUS
4 VALUE INNOVATION
SUPERHEROES
(ARCHETYPAL THINKING ROLES)
FOR
TARGETED OBJECTS/RESOURCES:
System, Elements, Attributes, Processes
& Supersystem/Industry/Environment
4 VALUE INNOVATION SUPERHEROES
FOR THE BLUE OCEAN STARTUP
E: ELIMINATOR
Has the Power to
Remove totally
Skip
Discard
Destroy
Introduce Zero/Void/Vacuum
Has all tools and gadgets for ELIMINATING objects
R: REDUCER
Has the Power to
Remove partially; Streamline
Trim; Prune; Downsize; Make Lean
Minify; Miniaturize
Separate; Standardize; Replace
Divide; Segment
Has all tools and gadgets for REDUCING objects
C: CREATOR:
Has the Power to
Make (a)symmetrical/opposite
Reverses Combine; Integrate
Replace; Universalize
Create Fields/Forces/Feedback
Substitute; Transform; Restructure
Use Another Dimension
Hybridize/Bisociate
Has all tools and gadgets for CREATING objects
I: INCREASER
Has the Power to
Add; Multiply; Magnify; Mutate
Merge; Nest
Introduce Interface; Cushion;
Stretch; Extend
Diversify
Use Additional Components
Has all tools and gadgets for INCREASING objects
105. ITENN4 PART-WISDOMSOURCING MAP 5 PART-WISDOMSOURCING MAP
1 PART-WISDOMSOURCING MAP
CLASSIC VERTICAL MAP PAIN-DELIGHT MAP
2 PART-WISDOMSOURCING MAP
WISDOMSOURCING MAPS:
Family of Wisdomsourcing Maps
(Zoomable Idea Organizers) for
Facilitating Collaboration, Ideas
Management, Creativity, and
Customer Problem Solving
3 PART-WISDOMSOURCING MAP
CLASSIC HORIZONTAL MAP
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
WISDOMSOURCING MAPS FOR
THE BLUE OCEAN STARTUP
Visually Facilitate Collaboration, Ideas Management, Creativity, and Customer Problem Solving
106. GURUS
Horizontal
Wisdomsourcing Map
Vertical
Wisdomsourcing Map
Pain-Delight
Wisdomsourcing Map
Classic Family of Wisdomsourcing Maps: Parent and 8 Children
Parent (Child: Mini-Wisdomsourcing Map)
Collect Ideas:
Flexibly & Efficiently List/Brainstorm/
Document/Storyboard Ideas in Cluster
Organize Ideas:
Outline/Deconstruct; Classify/Collate/
Analyze/Synthesize Ideas in Cluster
Prioritize Ideas:
Rate/Rank/Sort/Classify/Compare/
“Analogize”/“Bisociate” Ideas in Cluster
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CLASSIC WISDOMSOURCING MAPS
Family of Fractal Idea Organizers for Collaborative Creativity, Problem-solving, Decision-making, and Learning
107. THE INFINITE WISDOMSOURCING MAP
Collaboratively and Fractally Organize All Information in the Universe: Past, Present, and Future
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Level 0
Mini-Wisdomsourcing Map
(Building Block, Atom, Seed, or Screen)
Super Wisdomsourcing Map:
3x3 Classic Wisdomsourcing Map
Level 1
Level 2
Classic Wisdomsourcing Map:
3x3 Mini-Wisdomsourcing Map
108. GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CLASSIC HORIZONTAL MAP
Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
109. ITENN
GURUS
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
CLASSIC VERTICAL MAP
Theme/Topic: …………………………………….……………………………………..…… Date: …………………..…..
112. Inventor of over 40 Tools for
The Wisdomsourcing Trilogy –
Facilitating work in the areas of
Business Model Development
Business and Strategic Planning
Product & Service Innovation
Performance Management
Inventor of “The Fractal Grid”
This technology, which has US and
International patent-pending, can be
used for visually organizing and
Prioritizing massive amounts of
information such as in search
engines, social networks, and
other communities on the Internet
Visual Problem Solver
Speaker & Consultant on
Business Model Development
Inventor of The Wisdomsourcing
Trilogy, a Customer Problem Solv-
ing Suite for Collaboratively
Designing Oh My God-Strategies,
Products, and Business Models
Founder of the Wisdomsourcing
Group, an online Global Think Tank
for collaboratively improving
customer experiences and resolving
tough dilemmas
Organizer & Coordinator of Wisdom-
sourcing survey involving over 200
professionals from over 30 countries
CONTACT
Dr. Rod King: California, USA
Cell: (559) 248-6230
rodkuhnking@sbcglobal.net
http://twitter.com/RodKuhnKing
B. Eng. (Hons) in Civil Eng.
Master of Infrastructure Planning
Ph.D. in Regional Dev. Planning
Postgraduate Certificate in
Advanced Academic Studies
Over 20 years of experience in
creative problem solving for
multi-disciplinary projects
Dr. Rod King
Visual Problem Solver,
Inventor & Magician
Inventor of first software that
wholly invents magic tricks
Inventor of several magic tricks
Author of “Trickanalyzing the
Close-up Magic of David
Copperfield” & several articles
Winner of several championships
in chess and table-tennis
Founder and former CEO of
Galaxy IT, Inc., a venture-financed
visual search engine business
Major contributor on creativity to
the multi-author book, “Research
Methods for Postgraduates”
Former Lecturer
BIOGRAPHICAL SKETCH
Background Information on Dr. Rod King, Creator of Business Model Development (BMD)
GURUS
113. Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
• Rod King (2009)
• Global Collaboration
• Visual Problem Solving
• Practical Impossibility Thinking
• Wisdomsourcing Maps
• Wisdomsourcing Canvas
• Customer Experience Map
(Pain-Delight Evaluation of Trade-off)
• Wisdomsourcing Deck
• Manifesto for Wisdomsourcing Game
• Alex Osborne (1953)
• Rules for Brainstorming – No criticism
during idea generation
• ‘Blue Sky’ Thinking and Ideas
• Jeff Howe (2006)
• Crowdsourced Goods and
Information Products
• Off-site Tools for Strategic
Analysis and Problem
Solving
• ‘Ad hoc’ Group
• Unlimited Number of Volunteers
• Peer Production; Documentation
• Open Innovation and Value Chain
• Prosumers: Consumers who participate
like employees/producer in a business
• Competitions; Contests; Prizes
• Recognition; Reputation
• Organic Process
• Online Collaboration
• Collaborative Idea Generation
• 1D-Evaluation; Voting
• Myriad Generated
Ideas
• Offline
• 1 Physical Location
• Formal Group
WISDOMSOURCING
3.
CROWDSOURCING
2.
1.
BRAINSTORMING
EVOLUTION OF WISDOMSOURCINGGURUS
114. Got Business Model Problems?
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
115. Send an E-mail
To, at least, 10 Colleagues
Telling Them About This
FREE & INTERACTIVE One-stop Toolkit:
“Business Model Development
for Blue Ocean Startups”
Note: This offer is for LIMITED TIME ONLY!!!
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
Hinweis der Redaktion
BIBLIOGRAPHY
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George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
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Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barwise, P.; Meehan, S. (2004) Simply Better. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Collins, J.; Porras, J. (2004) Built to Last. New York: HarperBusiness.
George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
Johnson, M.W. (2010) Seizing the White Space. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Markides, C.C. (2008) Game-changing Strategies. San Francisco: Jossey-Bass.
McGrath, R.G.; McMillan, I. (2009) Discovery-Driven Growth. Boston: Harvard Business School (HBS) Press.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Zook, C. (2004) Beyond the Core. Boston: Harvard Business School (HBS) Press.
BIBLIOGRAPHY
Koch, R. (2010) The Star Principle. London: Piatkus.
Koch, R.; Nieuwenhuizen, P. (2006) Simply Strategy. Harlow: Pearson Education Limited.
BIBLIOGRAPHY
Barwise, P.; Meehan, S. (2004) Simply Better. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Collins, J.; Porras, J. (2004) Built to Last. New York: HarperBusiness.
George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
Johnson, M.W. (2010) Seizing the White Space. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Markides, C.C. (2008) Game-changing Strategies. San Francisco: Jossey-Bass.
McGrath, R.G.; McMillan, I. (2009) Discovery-Driven Growth. Boston: Harvard Business School (HBS) Press.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Zook, C. (2004) Beyond the Core. Boston: Harvard Business School (HBS) Press.
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Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
http://en.wikipedia.org/wiki/Lean_Startup Lean Startup
Howe, J. (2008) Crowdsourcing. New York: Crown Business.
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Kim, W.C.; Mauborgne, R. (2003) Blue Ocean Strategy. Boston: Harvard Business Review.
Liker, S.J. (2004) The Toyota Way. New York: McGraw-Hill.
McGrath, J.K.; McMillan, I.C. (2009) Discovery-driven Growth. Boston: Harvard Business Review.
Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.
Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
Pascale, R.; Sternin, J.; Sternin, M. (2010) The Power of Positive Deviance. Boston: Harvard Business Review.
Pietersen, W. (2010) Strategic Learning. New Jersey: John Wiley & Sons.
Sharma, A.; Moody, P.E. (2001) The Perfect Engine. New York: The Free Press.
Spear, S.J. (2009) The High-velocity Edge. New York: McGraw-Hill.
Womack, J.P.; Jones, D.T. (2003) Lean Thinking. New York: Free Press.
BIBLIOGRAPHY
Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
BIBLIOGRAPHY
Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
BIBLIOGRAPHY
King, R., “Darwin and Creativity” in Greenfield, T. (Ed.) (2002) Research Methods for
Postgraduates. London: Arnold Publishers, pp. 115-121.
BIBLIOGRAPHY
King, R., “Darwin and Creativity” in Greenfield, T. (Ed.) (2002) Research Methods for
Postgraduates. London: Arnold Publishers, pp. 115-121.
BIBLIOGRAPHY
Anthony, S.D.; Johnson, M.W.; Sinfield, J.V.; Altman, E.J. (2008) The Innovator’s Guide to Growth. Boston: Harvard Business School (HBS) Press.
Bettencourt, L.A. (2010) Service Innovation. New York: McGraw-Hill.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
BIBLIOGRAPHY
Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
BIBLIOGRAPHY
Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
McGrath, R.G.; MacMillan, I.C. (2005) Marketbusters. Boston: Harvard Business School (HBS) Press.
Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
McGrath, R.G.; MacMillan, I.C. (2005) Marketbusters. Boston: Harvard Business School (HBS) Press.
Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
McGrath, R.G.; MacMillan, I.C. (2005) Marketbusters. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
McGrath, R.G.; MacMillan, I.C. (2005) Marketbusters. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Markides, C.C. (2008) Game-Changing Strategies. San Francisco: Jossey-Bass.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
Zook, C.; Allen, J. (2010) Profit From the Core. Boston: Harvard Business School (HBS) Press.
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Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
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Bradenburger, A.M.; Nalebuff, B.J. (2009) Co-opetition. Boston: Harvard Business School (HBS) Press.
Bradenburger, A.M.; Nalebuff, B.J. (2009) The Right Game. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Parolini, C. (1999) The Value Net. West Sussex: John Wiley & Sons.
Penn, M.J.; Zalesne, E.K. (2007) Microtrends. New York: Twelve.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
Johnson, M.W. (2010) Seizing the White Space. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
Markides, C.C. (2008) Game-changing Strategies. San Francisco: Jossey-Bass.
McGrath, R.G.; McMillan, I. (2009) Discovery-Driven Growth. Boston: Harvard Business School (HBS) Press.
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Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
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Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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Blank, S.G. (2007) The Four Steps to the Epiphany. USA.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Iansiti, M.; Levien, R. (2004) The Keystone Advantage. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (1998) The Balanced Scorecard. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2004) Strategy Maps. Boston: Harvard Business School (HBS) Press.
Kaplan, R.S.; Norton, D.P. (2008) The Execution Premium. Boston: Harvard Business School (HBS) Press.
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Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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Markides, C.C. (2008) Game-changing Strategies. San Francisco: Jossey-Bass.
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Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Bicheno, J. (2000) The Lean Toolbox. Buckingham: Moreton Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Maney, K. (2009) Trade-off. New York: Broadway Books.
Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Bicheno, J. (2000) The Lean Toolbox. Buckingham: Moreton Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Maney, K. (2009) Trade-off. New York: Broadway Books.
Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Bicheno, J. (2000) The Lean Toolbox. Buckingham: Moreton Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Maney, K. (2009) Trade-off. New York: Broadway Books.
Moore, G. A. (2005) Dealing With Darwin. New York: Portfolio.
Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Bicheno, J. (2000) The Lean Toolbox. Buckingham: Moreton Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Maney, K. (2009) Trade-off. New York: Broadway Books.
Moore, G. A. (2005) Dealing With Darwin. New York: Portfolio.
Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.
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Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
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Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Moore, G.A. (2002) Crossing the Chasm. New York: HarperBusiness.
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Treacy, M.; Wiersema, F. (1997) The Discipline of Market Leaders. Massachusetts: Perseus Books.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
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George, M.L.; Rowlands, D.; Price, M; Maxey, J. (2005) Lean Six Sigma Pocketbook. New York: McGraw-Hill.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
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Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Stern, C.W.; Deimler, M.S. (Eds.) (2006) The Boston Consulting Group on Strategy. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Bicheno, J. (2000) The Lean Toolbox. Buckingham: Moreton Press.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
Hammond, J.S.; Keeney, R.L.; Raiffa, H. (1999) Smart Choices. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Maney, K. (2009) Trade-off. New York: Broadway Books.
Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
George, M.L.; Rowlands, D.; Price, M.; Maxey, J. (2005) Lean Six Sigma Pocket Toolbook. New York: McGraw-Hill (Kano Analysis, pp. 64-68).
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Maney, K. (2009) Trade-off. New York: Broadway Books.
Moore, G.A. (2002) Crossing the Chasm. New York: HarperBusiness.
Moore, G.A. (2005) Dealing With Darwin. New York: Portfolio.
Mullins, J.; Komisar, R. (2009) Getting to Plan B. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
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http://en.wikipedia.org/wiki/Lean_Startup Lean Startup
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
BIBLIOGRAPHY
Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
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Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Stern, C.W.; Deimler, M.S. (Eds.) (2006) The Boston Consulting Group on Strategy. New Jersey: John Wiley & Sons, Inc.
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Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Stern, C.W.; Deimler, M.S. (Eds.) (2006) The Boston Consulting Group on Strategy. New Jersey: John Wiley & Sons, Inc.
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Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ
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Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kiechel, W. (2010) The Lords of Strategy. Boston: Harvard Business School (HBS) Press.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Moore’s Law. http://en.wikipedia.org/wiki/Moore's_law
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Maney, K. (2009) Trade-off. New York: Broadway Books.
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Barnes, D. (Ed.) (2001) Understanding Business. London: Routledge.
Brache, A.P. (2002) How Organizations Work. New York: John Wiley & Sons
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Maney, K. (2009) Trade-off. New York: Broadway Books.
Moore, G.A. (2002) Crossing the Chasm. New York: HarperBusiness.
Moore, G.A. (2005) Dealing With Darwin. New York: Portfolio.
Poirier, C.C. (20030 Using Models to Improve the Supply Chain. Florida: St. Lucie Press
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Rummler, G.; Brache, A. (1995) Improving Performance. San Francisco: Jossey-Bass.
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Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
Maney, K. (2009) Trade-off. New York: Broadway Books.
Moore, G.A. (2002) Crossing the Chasm. New York: HarperBusiness.
Moore, G.A. (2005) Dealing With Darwin. New York: Portfolio.
Poirier, C.C. (20030 Using Models to Improve the Supply Chain. Florida: St. Lucie Press
Porter, M.E. (1998) Competitive Advantage. New York: The Free Press.
Porter, M.E. (1998) Competitive Strategy. New York: The Free Press.
Porter, M.E. (2008) On Competition. Boston: Harvard Business School (HBS) Press.
Rummler, G.; Brache, A. (1995) Improving Performance. San Francisco: Jossey-Bass.
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Cohen, L. (1995) Quality Function Deployment. Massachusetts: Prentice Hall.
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Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Cohen, L. (1995) Quality Function Deployment. Massachusetts: Prentice Hall.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kim, W. C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.
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Anderson, C. (2009) Free. New York: Hyperion.
Anderson, C. (2006) The Long Tail. New York: Hyperion.
Christensen, C. (2003) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.
Christensen, C. (2003) The Innovator’s Solution. Boston: Harvard Business School (HBS) Press.
Keiningham, T.; Vavra, T. (2001) The Customer Delight Principle. New York: McGraw-Hill.
Kurzweil, R. (2005) The Singularity is Near. New York: Viking.
Silverstein, D.; Samuel, P.; DeCarlo, N. (2009) The Innovator’s Toolkit. New Jersey: John Wiley & Sons, Inc.
Wikipedia. Pleasure Principle. http://en.wikipedia.org/wiki/Pleasure_principle_(psychology)
Wikipedia. TRIZ. http://en.wikipedia.org/wiki/TRIZ