totally resolve the conflict between users of the business model canvas and lean canvas: the lean...

DRAMATIC STORY CANVAS FOR VISUALIZING A BUSINESS MODEL

Holis&cally Document, Present, and Manage Organiza&onal Success (Failure) in Business and Life

#4ROD. Dr. Rod King. [email protected] & hHp://businessmodels.ning.com & hHp://twiHer.com/RodKuhnKing

Problem Pain: (Un)Known

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SoluRon Gain: (Un)Known

Business Model

Business Model

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Job To Get Done/Experience (Journey: Strategy/Execu9on)

DRAMATIC STORY CANVAS FOR VISUALIZING A BUSINESS MODEL




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Business Model

Business Model

VALUE CREATION (Enterprise Engine)

VALUE DELIVERY (Customer Growth Engine)

VALUE CAPTURE/SHARING (Value Engine)

BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage)

Business Model Visualiza&on (BMV) Canvas

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DRAMATIC STORY CANVAS: Storyboard Template




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Business Model

Business Model

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Adap&ve Storyboard


Logic of The 9 Topics of

The Business Model Canvas



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Business Model

Business Model




q  KP: Key Partners

q  KR: Key Resources

q  KA: Key Ac9vi9es

VP: Value Proposi9ons CH: Channels CR: Customer Rela9onships CS: Customer Segments

C$: Cost Structure R$: Revenue Streams


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9 Topics of The Business Model Canvas

Source: Based on the Business Model Canvas -‐ hNp://en.wikipedia.org/wiki/Business_Model_Canvas

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9 Topics of Business Model Canvas


Logic of The 9 Topics of The Lean Canvas



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Business Model

Business Model




VP: Value Proposi9ons CH: Channels CS: Customer Segments

C$: Cost Structure R$: Revenue Streams


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9 Topics of The Lean Canvas

Source: Based on the Lean Canvas -‐ hNp://prac&cetrumpstheory.com/2012/02/why-‐lean-‐canvas/

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A

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9 Topics of Lean Canvas

Key Metrics

C


Logic of The Topics of

The Lean Business Model Canvas

Resolve the Conflict Between the Business Model Canvas and Lean Canvas

TOPICS FOR STORY OF LEAN BUSINESS MODEL CANVAS



Lean Business Model Canvas = Lean Canvas + Business Model Canvas

Lean Canvas Business Model Canvas

q  Problem

q  SoluRon

q  Key Metrics

q  Profit (Value)

q  Cost Structure

q  Revenue Streams

q  Value ProposiRons

q  Channels

q  Customer Segments

q  Unfair Advantage

q  Key Partners

q  Key Resources

q  Key AcRviRes

q  Customer RelaRonships

Problem Finding & Solving/Performance Management Business Model Visualiza&on, Resources, and Viability



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Business Model

Business Model




q  KP: Key Partners

q  KR: Key Resources

q  KA: Key Ac9vi9es

VP: Value Proposi9ons CH: Channels CR: Customer Rela9onships CS: Customer Segments

C$: Cost (Pain) R$: Revenue (Delight) P$: Profit (Value)


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Topics of The Lean Business Model Canvas

Source: Based on Business Model Canvas -‐ hNp://en.wikipedia.org/wiki/Business_Model_Canvas & Lean Canvas -‐ hNp://prac&cetrumpstheory.com/2012/02/why-‐lean-‐canvas/

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Topics of Lean Business Model Canvas

A B

Key Metrics

C

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D




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Business Model

Business Model




KP KA VP CR CS C$ P$

KR CH R$


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5 6 7

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A B

2

D

Key Metrics

C

Lean Business Model Canvas






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Business Model

Business Model

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Key Metrics

Lean Business Model Canvas





KP

KA VP CR CS C$ P$

KR CH R$




6 GATES TO BUSINESS MODEL PROFITABILITY



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Problem-‐SoluRon Fitness

Value ProposiRon Fitness

Product-‐Market Feasibility

Revenue Model Feasibility

Resource-‐Based Feasibility

BUSINESS MODEL ADVANTAGE

Example

Apple’s Lean Business Model Canvas for the Classic iPod (2001)

Problem-‐Solu,on Fitness: Valida&on of Job-‐To-‐Get-‐Done, Minimum Viable Problem, and Customer Archetype



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Business Model

Business Model

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Key Metrics E: Engagement; Experience A: Acquisi9on; Ac9va9on R: Reten9on; Referral; Revenue

Listen to music (at home/work/outdoors)






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Business Model

Business Model

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Listen to music (at home/work/outdoors) q  Big/clunky music players

q  Complex: difficult to use

q  Small song storage






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Business Model

Business Model

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Listen to music (at home/work/outdoors) q  Big/clunky music players



q  Ultra-‐portable digital music player

q  Simple: easy to use

q  Large song storage




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Business Model

Business Model




KP

KA VP

CR

CS

C$ P$

KR CH R$

BUSINESS MODEL ENVIRONMENT (Compe99ve/Unfair Advantage) Digital Hub/Ecosystem including iTunes

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Value Proposi,on Fitness: Valida&on of Customer Growth Engine

q  Big/clunky music players










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Business Model

Business Model




KP

KA VP “A Thousand Songs in Your Pocket” Seamless Music XP iPod Hardware

CR

CS

C$ P$

KR CH R$


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Value Proposi,on Fitness: Valida&on of Customer Growth Engine











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Business Model

Business Model




KP


CR Online/Face-‐to-‐Face; Lock-‐in

CS Luxury Spoeer: Listen to music everywhere

C$ P$

KR CH Apple.com; Big Retailer/ iTunes Store; Retail stores

R$


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Product – Market Feasibility: Valida&on of Customer Growth Engine











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Business Model

Business Model




KP




C$ q  Staff/Employees q  Manufacturing/

Infra’ q  Marke9ng &

Sales

P$ q  High Profit

Margin q  Extraordinary

Profit q  Luxury Spot

Strategy

q  Pain: Low q  Delight: High q  Value: High

KR CH Apple.com; Big Retailer/ iTunes Store; Retail stores

R$ q  iPod Hardware q  iTunes q  Commissions


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Revenue Model Feasibility: Valida&on of Value Engine




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Business Model

Business Model




KP q  Record

companies q  Original

Equipment Manufactu-‐rers

KA q  Hardware/

Sokware Design q  Marke9ng &

Sales

VP “A Thousand Songs in Your Pocket” Seamless Music XP iPod Hardware



C$ q  Staff/Employees q  Manufacturing/

Infra’ q  Marke9ng &

Sales

P$ q  High Profit

Margin q  Extraordinary

Profit q  Luxury Spot

Strategy

q  Pain: Low q  Delight: High q  Value: High

KR q  Staff/Employees q  Brand/Culture q  IP q  Infrastructure: IT

CH Apple.com; Big Retailer/ iTunes Store; Retail stores

R$ q  iPod Hardware q  iTunes q  Commissions


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Resource-‐Based Feasibility: Valida&on of Enterprise Engine


totally resolve the conflict between users of the business model canvas and lean canvas: the lean...

Business

c problem pain

customersegments c

keypartners q kr

keyresources q ka

valueproposi9ons ch

channels cr

keyac9vi9es vp

customerrela9onships