how scalable lean startups can use the rod map to inspire today's investors ... while getting...
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How Scalable Lean Startups Can Use The Red Ocean Disrup;on (ROD) Map
To Inspire Today’s Investors While Ge(ng Needed Funds and Higher Valua4ons
Dr. Rod King
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
Red Ocean Disrup;on (ROD) Map Date: ………………………..….
q Vision Experiment q Problem-‐Solu;on Experiment q Product-‐Market Experiment q Op;miza;on & Scaling q Renewal
Project Vision (Cause/Final Result/Outcome): ……………………….…………..………………………………………………………..…………………..…..…… Customer (Segment/Base/“Tribe”/Benefactor): …..…………………………………………….….……….………..……………………………..…………..…… Goal/Strategy/Job-‐To-‐Get-‐Done: …………………...…………..…………………………………………………………..……………..….…………………………….…… Conven4onal Tool (Product/Service/Business Model): ………………………………..…….……………………………………………………………………..
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
D: Define Problem (Needs)
B: Build Solu4on (Pilot)
M: Measure Problem (Effect)
A: Analyze Problem
I: Improve Solu4on
L: Learn What’s Valued
Date: ………………………..….
q Vision Experiment q Problem-‐Solu;on Experiment q Product-‐Market Experiment q Op;miza;on & Scaling q Renewal
Project Vision (Cause/Final Result/Outcome): ……………………….…………..………………………………………………………..…………………..…..…… Customer (Segment/Base/“Tribe”/Benefactor): …..…………………………………………….….……….………..……………………………..…………..…… Goal/Strategy/Job-‐To-‐Get-‐Done: …………………...…………..…………………………………………………………..……………..….…………………………….…… Conven4onal Tool (Product/Service/Business Model): ………………………………..…….……………………………………………………………………..
Red Ocean Disrup;on (ROD) Map
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
D: Define Problem (Needs)
B: Build Solu4on (Pilot)
M: Measure Problem (Effect)
A: Analyze Problem
I: Improve Solu4on
L: Learn What’s Valued
Customer Story Business Story Learning Story
Date: ………………………..….
q Vision Experiment q Problem-‐Solu;on Experiment q Product-‐Market Experiment q Op;miza;on & Scaling q Renewal
Project Vision (Cause/Final Result/Outcome): ……………………….…………..………………………………………………………..…………………..…..…… Customer (Segment/Base/“Tribe”/Benefactor): …..…………………………………………….….……….………..……………………………..…………..…… Goal/Strategy/Job-‐To-‐Get-‐Done: …………………...…………..…………………………………………………………..……………..….…………………………….…… Conven4onal Tool (Product/Service/Business Model): ………………………………..…….……………………………………………………………………..
Red Ocean Disrup;on (ROD) Map
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
D: Define Problem (Needs)
B: Build Solu4on (Pilot)
M: Measure Problem (Effect)
A: Analyze Problem
I: Improve Solu4on
L: Learn What’s Valued
Customer Story (ROD Problem)
Business Story (ROD Solu:on)
Learning Story
q Vision Experiment q Problem-‐Solu;on Experiment q Product-‐Market Experiment q Op;miza;on & Scaling q Renewal
Date: ………………………..….
Experim
ent/
Cycle 1
Experim
ent/
Cycle 2
Experim
ent/
Cycle …
Project Vision (Cause/Final Result/Outcome): ……………………….…………..………………………………………………………..…………………..…..…… Customer (Segment/Base/“Tribe”/Benefactor): …..…………………………………………….….……….………..……………………………..…………..…… Goal/Strategy/Job-‐To-‐Get-‐Done: …………………...…………..…………………………………………………………..……………..….…………………………….…… Conven4onal Tool (Product/Service/Business Model): ………………………………..…….……………………………………………………………………..
Red Ocean Disrup;on (ROD) Map
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
D: Define Problem (Needs)
B: Build Solu4on (Pilot)
M: Measure Problem (Effect)
A: Analyze Problem
I: Improve Solu4on
L: Learn What’s Valued
Date: ………………………..….
Business Model Analysis
Business Model Disrup4on Strategy
Red Ocean Business Model (Product/Service)
Minimum Viable Business Model (Product/Service)
Blue Ocean Business Model (Product/Service)
Business Model (“PEAR”) Metrics
q Vision Experiment q Problem-‐Solu;on Experiment q Product-‐Market Experiment q Op;miza;on & Scaling q Renewal
Project Vision (Cause/Final Result/Outcome): ……………………….…………..………………………………………………………..…………………..…..…… Customer (Segment/Base/“Tribe”/Benefactor): …..…………………………………………….….……….………..……………………………..…………..…… Goal/Strategy/Job-‐To-‐Get-‐Done: …………………...…………..…………………………………………………………..……………..….…………………………….…… Conven4onal Tool (Product/Service/Business Model): ………………………………..…….……………………………………………………………………..
Red Ocean Disrup;on (ROD) Map
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
D: Define Problem (Needs)
B: Build Solu4on (Pilot)
M: Measure Problem (Effect)
A: Analyze Problem
I: Improve Solu4on
L: Learn What’s Valued
Date: ………………………..….
Business Model Analysis
Business Model Disrup4on Strategy
Red Ocean Business Model (Product/Service)
Minimum Viable Business Model (Product/Service)
Blue Ocean Business Model (Product/Service)
Business Model (“PEAR”) Metrics
q Vision Experiment q Problem-‐Solu;on Experiment q Product-‐Market Experiment q Op;miza;on & Scaling q Renewal
P.I.E.S. Features
Note: P.I.E.S. is an acronym for Physical; Intellectual; Emo:onal; Spiritual
Disrup;ve ……………………………… (Prototype/Demo)
Project Vision (Cause/Final Result/Outcome): ……………………….…………..………………………………………………………..…………………..…..…… Customer (Segment/Base/“Tribe”/Benefactor): …..…………………………………………….….……….………..……………………………..…………..…… Goal/Strategy/Job-‐To-‐Get-‐Done: …………………...…………..…………………………………………………………..……………..….…………………………….…… Conven4onal Tool (Product/Service/Business Model): ………………………………..…….……………………………………………………………………..
Red Ocean Disrup;on (ROD) Map
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
D: Define Problem (Needs)
B: Build Solu4on (Pilot)
M: Measure Problem (Effect)
A: Analyze Problem
I: Improve Solu4on
L: Learn What’s Valued
Date: ………………………..….
Business Model Disrup4on Strategy
Business Model Analysis
P: Process (Trade-‐off) E: Engagement A: Acquisi4on A: Ac4va4on R: Reten4on R: Referral R: Revenue
Red Ocean Business Model (Product/Service)
Minimum Viable Business Model (Product/Service)
Blue Ocean Business Model (Product/Service)
Business Model (“PEAR”) Metrics
q Vision Experiment q Problem-‐Solu;on Experiment q Product-‐Market Experiment q Op;miza;on & Scaling q Renewal
P.I.E.S. Features
Note: P.I.E.S. is an acronym for Physical; Intellectual; Emo:onal; Spiritual
Disrup;ve ……………………………… (Prototype/Demo)
Project Vision (Cause/Final Result/Outcome): ……………………….…………..………………………………………………………..…………………..…..…… Customer (Segment/Base/“Tribe”/Benefactor): …..…………………………………………….….……….………..……………………………..…………..…… Goal/Strategy/Job-‐To-‐Get-‐Done: …………………...…………..…………………………………………………………..……………..….…………………………….…… Conven4onal Tool (Product/Service/Business Model): ………………………………..…….……………………………………………………………………..
Red Ocean Disrup;on (ROD) Map
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
D: Define Problem (Needs)
B: Build Solu4on (Pilot)
M: Measure Problem (Effect)
A: Analyze Problem
I: Improve Solu4on
L: Learn What’s Valued
Date: ………………………..….
Business Model Disrup4on Strategy
Business Model Analysis
P: Process (Trade-‐off) E: Engagement A: Acquisi4on A: Ac4va4on R: Reten4on R: Referral R: Revenue
Red Ocean Business Model (Product/Service)
Minimum Viable Business Model (Product/Service)
Blue Ocean Business Model (Product/Service)
Business Model (“PEAR”) Metrics
Lifecycle Experiments q Vision (Leap of
Faith) Experiment
q Problem-‐Solu4on Experiment
q Product-‐Market Experiment
q Op4miza4on & Scaling Experiment
q Renewal/ Disrup4on Experiment
q Vision Experiment q Problem-‐Solu;on Experiment q Product-‐Market Experiment q Op;miza;on & Scaling q Renewal
P.I.E.S. Features
Note: P.I.E.S. is an acronym for Physical; Intellectual; Emo:onal; Spiritual
Disrup;ve ……………………………… (Prototype/Demo)
Project Vision (Cause/Final Result/Outcome): ……………………….…………..………………………………………………………..…………………..…..…… Customer (Segment/Base/“Tribe”/Benefactor): …..…………………………………………….….……….………..……………………………..…………..…… Goal/Strategy/Job-‐To-‐Get-‐Done: …………………...…………..…………………………………………………………..……………..….…………………………….…… Conven4onal Tool (Product/Service/Business Model): ………………………………..…….……………………………………………………………………..
Red Ocean Disrup;on (ROD) Map
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
D: Define Problem (Needs)
B: Build Solu4on (Pilot)
M: Measure Problem (Effect)
A: Analyze Problem
I: Improve Solu4on
L: Learn What’s Valued
Date: ………………………..….
Business Model Disrup4on Strategy
Business Model Analysis
E: Eliminate
R: Reduce
I: Increase
C: Create
P: Process (Trade-‐off) E: Engagement A: Acquisi4on A: Ac4va4on R: Reten4on R: Referral R: Revenue
Red Ocean Business Model (Product/Service)
Minimum Viable Business Model (Product/Service)
Blue Ocean Business Model (Product/Service)
Business Model (“PEAR”) Metrics
Lifecycle Experiments q Vision (Leap of
Faith) Experiment
q Problem-‐Solu4on Experiment
q Product-‐Market Experiment
q Op4miza4on & Scaling Experiment
q Renewal/ Disrup4on Experiment
q Vision Experiment q Problem-‐Solu;on Experiment q Product-‐Market Experiment q Op;miza;on & Scaling q Renewal
P.I.E.S. Features
Note: P.I.E.S. is an acronym for Physical; Intellectual; Emo:onal; Spiritual
Disrup;ve ……………………………… (Prototype/Demo)
Project Vision (Cause/Final Result/Outcome): ……………………….…………..………………………………………………………..…………………..…..…… Customer (Segment/Base/“Tribe”/Benefactor): …..…………………………………………….….……….………..……………………………..…………..…… Goal/Strategy/Job-‐To-‐Get-‐Done: …………………...…………..…………………………………………………………..……………..….…………………………….…… Conven4onal Tool (Product/Service/Business Model): ………………………………..…….……………………………………………………………………..
Red Ocean Disrup;on (ROD) Map
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
D: Define Problem (Needs)
B: Build Solu4on (Pilot)
M: Measure Problem (Effect)
A: Analyze Problem
I: Improve Solu4on
L: Learn What’s Valued
Date: ………………………..….
Business Model Disrup4on Strategy
Business Model Analysis
E: Eliminate
R: Reduce
I: Increase
C: Create
P: Process (Trade-‐off) E: Engagement A: Acquisi4on A: Ac4va4on R: Reten4on R: Referral R: Revenue
Red Ocean Business Model (Product/Service)
Minimum Viable Business Model (Product/Service)
Blue Ocean Business Model (Product/Service)
Business Model (“PEAR”) Metrics
q PRODUCT/ VALUE PROPOSITION
q CHANNELS/CUSTOMER RELATIONSHIPS
q PROFITABILITY
q COST (PAIN)
q REVENUE (DELIGHT)
q UNFAIR ADVANTAGE
Lifecycle Experiments q Vision (Leap of
Faith) Experiment
q Problem-‐Solu4on Experiment
q Product-‐Market Experiment
q Op4miza4on & Scaling Experiment
q Renewal/ Disrup4on Experiment
q Vision Experiment q Problem-‐Solu;on Experiment q Product-‐Market Experiment q Op;miza;on & Scaling q Renewal
P.I.E.S. Features
Note: P.I.E.S. is an acronym for Physical; Intellectual; Emo:onal; Spiritual
Disrup;ve ……………………………… (Prototype/Demo)
Project Vision (Cause/Final Result/Outcome): ……………………….…………..………………………………………………………..…………………..…..…… Customer (Segment/Base/“Tribe”/Benefactor): …..…………………………………………….….……….………..……………………………..…………..…… Goal/Strategy/Job-‐To-‐Get-‐Done: …………………...…………..…………………………………………………………..……………..….…………………………….…… Conven4onal Tool (Product/Service/Business Model): ………………………………..…….……………………………………………………………………..
Red Ocean Disrup;on (ROD) Map
“Reinvent (Disrupt) The Customer Experience
In The Tradi;onal X-‐Industry”
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
RED OCEAN DISRUPTION (ROD) VISION The North Star of the World’s Most Innova:ve Companies
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
A Scalable Lean Startup Story About the Evolu;on of Man (Homo Sapiens) How Nature Uses the Lean Startup Method in a Fractal Lifecycle of 5 Experiments
Problem-‐Solu;on Experiment
Chasm
Vision Experiment (“Big Bang” Disrup:on)
Product-‐Market Experiment
Op;miza;on & Scaling Experiment
Renewal Experiment
?
Fractal Lifecycle Plan for Scalable Lean Startups
Lean Startup’s Journey &
Milestones
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
Red Ocean Disrup;on (ROD) Map of Apple (iPhone): 2007
D: Define Problem (Needs)
B: Build Solu4on (Pilot)
M: Measure Problem (Effect)
A: Analyze Problem
I: Improve Solu4on
L: Learn What’s Valued
Business Model (“PEAR”) Metrics
Business Model Analysis
Not So“Smart”
Small Screen
Complex: Hard to Use
Fixed Key-‐board; Stylus
Touchscreen Mobile Phone/ Digital Music
Player/ Internet Navigator
“Insanely Great Customer Experience”
E: Eliminate Fixed plas:c
keyboard/buZons; Pen stylus; Manual
R: Reduce Size/Thickness;
Weight; Complexity; Learning/:me
I: Increase Price; Screen Size; Performance; Syncing; Design
C: Create Touchscreen;
Packaging; Visual Voicemail; Apps; Ads
Smartphones P: Process (Trade-‐off) E: Engagement A: Acquisi4on A: Ac4va4on R: Reten4on R: Referral R: Revenue
iPhone
Business Model Disrup4on Strategy
Project Vision (Cause/Final Result/Outcome): Reinvent (Disrupt) the Customer Experience in the Phone Industry Customer (Segment/Base/“Tribe”/Benefactor): Luxury-‐Spot “Game-‐changers” Goal/Strategy/Job-‐To-‐Get-‐Done: Seamless Mul:-‐media Communica:on: Differently Phone, Listen to Music, and Browse Internet Conven4onal Tool (Product/Service/Business Model): Cell phones; Smartphones: Moto Q; Blackberry; Palm Treo; Nokia E62; Digital Music Player; Desktop/Laptop Computer
Red Ocean Business Model (Product/Service)
Minimum Viable Business Model (Product/Service)
Blue Ocean Business Model (Product/Service)
Disrup;ve Smartphone
(Prototype/Demo)
Lifecycle Experiments q Vision (Leap of
Faith) Experiment
q Problem-‐Solu4on Experiment
q Product-‐Market Experiment
q Op4miza4on & Scaling Experiment
q Renewal/ Disrup4on Experiment
q Vision Experiment q Problem-‐Solu;on Experiment q Product-‐Market Experiment q Op;miza;on & Scaling q Renewal
P.I.E.S. Features q “Supersmart”
Phone q Dead Simple to
Use q Cool, Sexy Design q Ultra-‐slim q No Keyboard or
Stylus
Note: P.I.E.S. is an acronym for Physical; Intellectual; Emo:onal; Spiritual
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
Red Ocean Disrup;on (ROD) Map of Apple (iPod): 2001
D: Define Problem (Needs)
B: Build Solu4on (Pilot)
M: Measure Problem (Effect)
A: Analyze Problem
I: Improve Solu4on
L: Learn What’s Valued
Business Model (“PEAR”) Metrics
Business Model Analysis
Limited Song Storage
Limited BaMery Life
“Ugly” Design; Bulky
Skipped Songs
Ultra-‐Portable Digital Music
Player: “A Thousand Songs in Your
Pocket”
“Insanely Great Customer Experience”
E: Eliminate Control BuZons; Gray/Black Color; On-‐off Switch
R: Reduce Size/ Weight; Thickness;
Complexity
I: Increase Price; Song Storage; BaZery Life
C: Create LCD Screen; Wheel; Fast Download
Music Players P: Process (Trade-‐off) E: Engagement A: Acquisi4on A: Ac4va4on R: Reten4on R: Referral R: Revenue
Classic iPod
Business Model Disrup4on Strategy
Project Vision (Cause/Final Result/Outcome): Reinvent (Disrupt) the Customer Experience in the Music Player Industry Customer (Segment/Base/“Tribe”/Benefactor): Luxury-‐Spot “Game-‐changers” Goal/Strategy/Job-‐To-‐Get-‐Done: Seamless Music Experience (Everywhere): Differently Listen to Music Conven4onal Tool (Product/Service/Business Model): Portable Music Players – CD-‐Player; Flash Player; MP3-‐CD Player; Hard-‐Disk Jukebox
Red Ocean Business Model (Product/Service)
Minimum Viable Business Model (Product/Service)
Blue Ocean Business Model (Product/Service)
Disrup;ve Music Player
(Prototype/Demo)
Lifecycle Experiments q Vision (Leap of
Faith) Experiment
q Problem-‐Solu4on Experiment
q Product-‐Market Experiment
q Op4miza4on & Scaling Experiment
q Renewal/ Disrup4on Experiment
q Vision Experiment q Problem-‐Solu;on Experiment q Product-‐Market Experiment q Op;miza;on & Scaling q Renewal
P.I.E.S. Features q “Unlimited” Song
Storage q Cool, Sexy Design q Long Bagery Life q No Skipped
Songs
Note: P.I.E.S. is an acronym for Physical; Intellectual; Emo:onal; Spiritual
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
Red Ocean Disrup;on (ROD) Map of Cirque du Soleil: 1984
D: Define Problem (Needs)
B: Build Solu4on (Pilot)
M: Measure Problem (Effect)
A: Analyze Problem
I: Improve Solu4on
L: Learn What’s Valued
Red Ocean Business Model (Product/Service)
Minimum Viable Business Model (Product/Service)
Business Model (“PEAR”) Metrics
Business Model Analysis
Blue Ocean Business Model (Product/Service)
Animal Cruelty
High Price of Aisle Seats
Divided AMen;on in 3-‐Ring Venue
Expensive Star Performers
Avant Garde Circus
Unique
Circus-‐Theater Entertainment
E: Eliminate Star Performers; Animal Shows;
Aisle Concessions; Mul:ple Show Arenas
R: Reduce Fun and Humor; Thrill and Danger
I: Increase Unique Venue
C: Create Theme; Refined Environment;
Mul:-‐Produc:ons; Music and Dance
Tradi;onal Circus P: Process (Trade-‐off) E: Engagement A: Acquisi4on A: Ac4va4on R: Reten4on R: Referral R: Revenue
Cirque du Soleil
Business Model Disrup4on Strategy
Disrup;ve Street Performance
Act (Road Show/Demo)
Project Vision (Cause/Final Result/Outcome): Reinvent (Disrupt) the Customer Experience in the Tradi:onal Circus Industry Customer (Segment/Base/“Tribe”/Benefactor): Sweet-‐Spot “Game-‐changers” Goal/Strategy/Job-‐To-‐Get-‐Done: Differently Experience Live Entertainment (Circus) Conven4onal Tool (Product/Service/Business Model): Tradi:onal Circus; Musical; Broadway Theater; Spor:ng Events
Lifecycle Experiments q Vision (Leap of
Faith) Experiment
q Problem-‐Solu4on Experiment
q Product-‐Market Experiment
q Op4miza4on & Scaling Experiment
q Renewal/ Disrup4on Experiment
q Vision Experiment q Problem-‐Solu;on Experiment q Product-‐Market Experiment q Op;miza;on & Scaling q Renewal
P.I.E.S. Features q Unique
(Broadway-‐type) Circus
q No Animal Cruelty
q Classy Venues
Note: P.I.E.S. is an acronym for Physical; Intellectual; Emo:onal; Spiritual
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
Red Ocean Disrup;on (ROD) Map of Southwest Airlines: 1971
D: Define Problem (Needs)
B: Build Solu4on (Pilot)
M: Measure Problem (Effect)
A: Analyze Problem
I: Improve Solu4on
L: Learn What’s Valued
Red Ocean Business Model (Product/Service)
Minimum Viable Business Model (Product/Service)
Business Model (“PEAR”) Metrics
Business Model Analysis
Blue Ocean Business Model (Product/Service)
Delays on Ground
High Ticket Price
Unserved Prospects
Low Cost Airline
E: Eliminate Meals; Lounges;
Sea:ng Class Choices; Hub Connec:vity
R: Reduce Price of Air Ticket
I: Increase Friendly Service;
Speed
C: Create Frequent
Point-‐to-‐Point Departures
Short-‐Haul Transport P: Process (Trade-‐off) E: Engagement A: Acquisi4on A: Ac4va4on R: Reten4on R: Referral R: Revenue
Business Model Disrup4on Strategy
Project Vision (Cause/Final Result/Outcome): Reinvent (Disrupt/Democra:ze) the Customer Experience of the Air Travel Industry Customer (Segment/Base/“Tribe”/Benefactor): Low Cost “Game-‐changers” Goal/Strategy/Job-‐To-‐Get-‐Done: Interstate Travel: Differently Travel Between Ci:es Conven4onal Tool (Product/Service/Business Model): Tradi:onal Airlines; Train; Taxi; Con:nental Airlines; Pacific Southwest
Disrup;ve Short-‐Haul Transport (Prototype/Demo)
Disrup;ve Short-‐Haul Transport
“The speed of a plane at the price of a car … whenever you need it”
Lifecycle Experiments q Vision (Leap of
Faith) Experiment
q Problem-‐Solu4on Experiment
q Product-‐Market Experiment
q Op4miza4on & Scaling Experiment
q Renewal/ Disrup4on Experiment
q Vision Experiment q Problem-‐Solu;on Experiment q Product-‐Market Experiment q Op;miza;on & Scaling q Renewal
P.I.E.S. Features q Low Cost q Timely Flights
Note: P.I.E.S. is an acronym for Physical; Intellectual; Emo:onal; Spiritual
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
Red Ocean Disrup;on (ROD) Map of Google (Search Engine): 1998
D: Define Problem (Needs)
B: Build Solu4on (Pilot)
M: Measure Problem (Effect)
A: Analyze Problem
I: Improve Solu4on
L: Learn What’s Valued
Red Ocean Business Model (Product/Service)
Minimum Viable Business Model (Product/Service)
Business Model (“PEAR”) Metrics
Business Model Analysis
Blue Ocean Business Model (Product/Service)
Banner Ads
Irrelevant/Paid Search Results
Complex User Interface
Disrup;ve Search Engine
E: Eliminate Banner Ads;
Paid/Sponsored Rankings
R: Reduce Delay in Displaying Search Results
I: Increase Relevance of
Search Results/Ads
C: Create Automated Ad
Purchasing System; Clean (Elegant/ Simple) Interface
Search Engines P: Process (Trade-‐off) E: Engagement A: Acquisi4on A: Ac4va4on R: Reten4on R: Referral R: Revenue
Business Model Disrup4on Strategy
Project Vision (Cause/Final Result/Outcome): Reinvent (Disrupt) the Customer Experience of the Search Engine Industry Customer (Segment/Base/“Tribe”/Benefactor): Blue Ocean “Game-‐changers” Goal/Strategy/Job-‐To-‐Get-‐Done: (1) Differently Get Accurate Search Results (2) Differently Get Leads/Purchases Conven4onal Tool (Product/Service/Business Model): Tradi:onal Search Engines (Yahoo; Excite; GoTo.com; Lycos)
Untargeted and Costly Ads
Disrup;ve Search Engine
“Organize the world’s informa:on
and make it universally
accessible and useful”
Lifecycle Experiments q Vision (Leap of
Faith) Experiment
q Problem-‐Solu4on Experiment
q Product-‐Market Experiment
q Op4miza4on & Scaling Experiment
q Renewal/ Disrup4on Experiment
(Prototype/Demo)
q Vision Experiment q Problem-‐Solu;on Experiment q Product-‐Market Experiment q Op;miza;on & Scaling q Renewal
P.I.E.S. Features q Simplicity q Relevance q Speed q Inexpensive Ads Note: P.I.E.S. is an acronym for Physical; Intellectual; Emo:onal; Spiritual
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
D: Define Problem (Needs)
B: Build Solu4on (Pilot)
M: Measure Problem (Effect)
A: Analyze Problem
I: Improve Solu4on
L: Learn What’s Valued
Customer Story (ROD Problem)
Business Story (ROD Solu:on)
Learning Story
ü Vision Experiment q Problem-‐Solu;on Experiment q Product-‐Market Experiment q Op;miza;on & Scaling q Renewal Experim
ent/
Cycle 1
Experim
ent/
Cycle 2
Experim
ent/
Cycle …
Red Ocean Disrup;on (ROD) Map for Red Ocean Disrup;on (ROD) University
ROD U
Date: October 2013
Project Vision (Cause/Final Result/Outcome): “Develop Tools for Collabora:vely and Rapidly Resolving the Global Healthcare Crisis” Customer (Segment/Base/“Tribe”/Benefactor): BLUE OCEAN “GAME-‐CHANGERS”: Macro/Meso/Microsystems (Disruptors) Goal/Strategy/Job-‐To-‐Get-‐Done: Cost-‐effec:vely Improve and Disrupt Exis:ng Tools, Services, Brands, and/or Business Models Conven4onal Tool (Product/Service/Business Model): Business/Strategic Plan; Lean/Six Sigma Method; Learning From Defect; A3 Problem Solving Template
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
Red Ocean Disrup;on (ROD) Map for Red Ocean Disrup;on (ROD) University
D: Define Problem (Needs)
B: Build Solu4on (Pilot)
M: Measure Problem (Effect)
A: Analyze Problem
I: Improve Solu4on
L: Learn What’s Valued
Red Ocean Business Model (Product/Service)
Minimum Viable Business Model (Product/Service)
Business Model (“PEAR”) Metrics
Business Model Analysis
Blue Ocean Business Model (Product/Service)
Time-‐consuming
Voluminous; Rigid; Costly
E: Eliminate • Complexity R: Reduce • Cost
• Prepara:on Time • Size/Thickness • Waste (Failure)
I: Increase • Relevance; Ac:on
• Versa:lity • Collabora:ve Problem Solving • Flexibility C: Create
• Heuris:c: DB-‐MAIL • ROD Teams
Tradi;onal Planning & Problem Solving
P: Process (Trade-‐off) E: Engagement A: Acquisi4on A: Ac4va4on R: Reten4on R: Referral R: Revenue
Business Model Disrup4on Strategy
Waste of Resources
ROD Quartet of Tools
(Con4nuous Problem Finding & Solving)
D B M A I L
hgp://businessmodels
.ning.com
Web Site (Sign up/Landing Page)
ROD U
ROD University
Date: October 2013
Disrup;ve Tool Lifecycle Experiments q Vision (Leap of
Faith) Experiment
q Problem-‐Solu4on Experiment
q Product-‐Market Experiment
q Op4miza4on & Scaling Experiment
q Renewal/ Disrup4on Experiment
ü Vision Experiment q Problem-‐Solu;on Experiment q Product-‐Market Experiment q Op;miza;on & Scaling q Renewal
Note: P.I.E.S. is an acronym for Physical; Intellectual; Emo:onal; Spiritual
P.I.E.S. Features q One-‐page q Simple q Fast q Versa4le q Inexpensive
Project Vision (Cause/Final Result/Outcome): “Develop Tools for Collabora:vely and Rapidly Resolving the Global Healthcare Crisis” Customer (Segment/Base/“Tribe”/Benefactor): BLUE OCEAN “GAME-‐CHANGERS”: Macro/Meso/Microsystems (Disruptors) Goal/Strategy/Job-‐To-‐Get-‐Done: Cost-‐effec:vely Improve and Disrupt Exis:ng Tools, Services, Brands, and/or Business Models Conven4onal Tool (Product/Service/Business Model): Business/Strategic Plan; Lean/Six Sigma Method; Learning From Defect; A3 Problem Solving Template
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
q D: Define Problem q B: Build Solu4on q M: Measure Problem q A: Analyze Problem q I: Improve Solu4on q L: Learn What’s Valued
Red Ocean Disrup;on (ROD) Cycle: DB-‐MAIL Red Ocean Disrup;on (ROD) Map for Product Innovators, Improvers, Planners, and Lean Startups
D: Define
B: Build
M: Measure
A: Analyze
I: Improve
L: Learn
Note: The ROD (DB-‐MAIL) Cycle is a synthesis of ideas from the Scien4fic Problem-‐Solving Process, Six Sigma’s “DMAIC” heuris4c, Eric Ries’s “Build-‐Measure-‐Learn (BML)” Loop, Kim & Mauborgne’s Blue Ocean Strategy, and Jean-‐Marie Dru’s Disrup4on.
Business Lifecycle Evolu4on 1. Vision (Leap of Faith) Experiment Does the vision, cause, theme, or Job-‐To-‐Get-‐Done of the project empower the targeted customers (co-‐creators)?
2. Problem-‐Solu;on Experiment Would a minimum viable product/service (prototype) solve a validated Big Urgent Market Problem (BUMP)? 3. Product-‐Market Experiment Is the proposed (more featured) product/service/business model effec:vely and profitably solving the Big Urgent Market Problem (BUMP)? 4. Business Model Op;miza;on &
Scaling Experiment Can defects or waste in processes be rapidly and cost-‐effec:vely eliminated, i.e., brought to the level of Six Sigma (3.4 defects in 1,000,000)? Can the business model be scaled or repeated? 5. Business Model Renewal/
Ecosystem Disrup;on Experiment How best to disrupt exis:ng (matured) product/service/business model?
ROD Cycle for
Each Evolu:on/Experiment (Project): DB-‐MAIL
#4ROD. Dr. Rod King. rodkuhnhking@gmail.com & hMp://businessmodels.ning.com & hMp://twiMer.com/RodKuhnKing
5 Applica;ons of the Red Ocean Disrup;on (ROD) Map Red Ocean Disrup4on (ROD) Cycle: DB-‐MAIL
VISION DOCUMENTATION, PLANNING, EXECUTION, AND PRESENTATION
BUSINESS MODEL IMPROVEMENT: Lean/Six Sigma Projects; Process/Product/Service Improvement Projects
BUSINESS MODEL DISRUPTION (INNOVATION): Lean Startup Projects; Process/Product/Service Innova4on Projects
BUSINESS/STRATEGIC PLANNING: Business Plan Projects; Strategic Plan Projects
BRAND DISRUPTION: Brand Reinven4on/Disrup4on Projects; Disrup4ve Marke4ng Projects
You can use the Red Ocean Disrup4on (ROD) Cycle or Map to rapidly and cost effec4vely do the following projects:
q D: Define Problem q B: Build Solu4on q M: Measure Problem q A: Analyze Problem q I: Improve Solu4on q L: Learn What’s Valued
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