Embed Size (px)
DESCRIPTION
According to some Analysts, Google Glass – which currently is a prototype of a wearable (head-mounted) computer – could earn Google about $10 billion in 3 years, that is, over $3 billion a year! Buzz about Google Glass has dominated the technosphere and social media over the past few weeks. However, the Google-Glass Startup has not yet answered the Billion Dollar Question (BDQ): Will customers MASSIVELY adopt or reject Google Glass? Opinions are split regarding answers to Google’s BDQ. Some people say that Google Glass will be like Dean Kamen’s Segway transporter: technologically brilliant but poorly adopted. Others say that Google Glass will open a “Blue Ocean” of opportunities in wearable (ubiquitous) computing while generating billions of dollars in revenue. So, who is right? This presentation applies the tool of the GEM Canvas to the Google Glass project. The GEM Canvas provides a visual framework for collaboratively, systematically, and scientifically answering Google’s Billion Dollar Question: Will customers massively adopt or reject Google Glass? In other words, the GEM Canvas could be used to iteratively test the hypothesis of “Will customers massively adopt the Google Glass?” It’s important to note that the GEM Canvas provides a nested diagram to which any and all tools of business planning, design, and innovation can be applied. The GEM Canvas also offers a common visual language for illustrating the evolution and improvement of disruptive business models which by definition operate under conditions of great uncertainty. Finally, the GEM Canvas for Google Glass facilitates an open case study on business model design and innovation. So, what’s your take: Will customers MASSIVELY adopt or reject Google Glass?
Citation preview
Past GEM
Present GEM
Future GEM
GLOBAL ENTERPRISE MODEL (GEM) PLAN FOR GOOGLE-‐GLASS STARTUP
Stages in the Evolu0on of an Enterprise’s Model (Kanban Board with Enterprise Model as Unit of Analysis)
Enterprise Model
Enterprise Model
Enterprise Model
Industry Ecosystem
Market Ecosystem
Macro-‐Economic Influencers
Key Trends & Complementors
Copyright 2013. Dr. Rod King. [email protected] & hBp://businessmodels.ning.com & hBp://twiBer.com/RodKuhnKing
Mission/Vision/Purpose/Ideals/ Ideal Final Result
ENTERPRISE MODEL (Canvas)
PRESENT Global Enterprise Model (GEM) Canvas for the Google-‐Glass Startup
ROT Analysis: What are Risks, OpportuniOes, and Threats (ROT) in the Business Model Environment for the Google-‐Glass Startup?
Global Enterprise Model (GEM) Canvas for the Google-‐Glass Startup: Zooming in on Google
Main Enterprise QuesOon: Will Customers MASSIVELY Adopt or Reject Google Glass?
Copyright 2013. Dr. Rod King. [email protected] & hBp://businessmodels.ning.com & hBp://twiBer.com/RodKuhnKing
Environment
KEY: “PESTLIED” is an acronym for PoliOcal; Economic; Social; Technological; Legal; InternaOonal; Environmental; Demographic
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Macro-‐Economic Influencers (MEI): Global Economy
Global Enterprise Model (GEM) Canvas for the Google-‐Glass Startup
Will Customers MASSIVELY Adopt or Reject Google Glass?
Copyright 2013. Dr. Rod King. [email protected] & hBp://businessmodels.ning.com & hBp://twiBer.com/RodKuhnKing
Environment
Enterprise Model For
Google Glass
KEY: “PESTLIED” is an acronym for PoliOcal; Economic; Social; Technological; Legal; InternaOonal; Environmental; Demographic
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Copyright 2013. Dr. Rod King. [email protected] & hBp://businessmodels.ning.com & hBp://twiBer.com/RodKuhnKing
Environment
(-‐)
KEY: “PESTLIED” is an acronym for PoliOcal; Economic; Social; Technological; Legal; InternaOonal; Environmental; Demographic
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Global Enterprise Model (GEM) Canvas for the Google-‐Glass Startup
5 AcOviOes of the Universal Problem Solving (UPS) Cycle: Problem-‐Plan-‐Build-‐Measure-‐Learn
(+)
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Copyright 2013. Dr. Rod King. [email protected] & hBp://businessmodels.ning.com & hBp://twiBer.com/RodKuhnKing
Environment
(-‐)
KEY: “PESTLIED” is an acronym for PoliOcal; Economic; Social; Technological; Legal; InternaOonal; Environmental; Demographic
q Who are the customers: what are customers’ pain? what do customers value?
q Through what channels is value communicated and delivered to customers?
q What relaRonships exist with customers?
q What is the Customer Value ProposiRon, Job To Be
Done, and/or Goal as well as Product/ Service/Tool?
q Who are key partners/suppliers?
q What are key resources?
q What are key processes: how does the enterprise create value for customers?
q What is the pain (cost structure)? q What is the delight (revenue stream)? Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
q What & how does enterprise conRnuously learn (to create customers, profit or shared value)?
Global Enterprise Model (GEM) Canvas for the Google-‐Glass Startup
Will Customers MASSIVELY Adopt or Reject Google Glass?
(+)
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Environment
Key AcRviRes (KA)
q Closed/Open/ Co-‐InnovaOon
q Prototyping q Viral MarkeOng q Story Mngt.
Key Partners (KP)
q OEM Manufac-‐turers
Venture Capitalists q KPCB
q Andersen Horowitz
App Developers q “Explorers” q NY Times Android Carriers
Key Resources (KR)
Google’s q Team/Mngt/
Brand/IP q IT Infra’; Tech. q FaciliOes
Customer Segments
(CS) q Luxury users
who consider pocket or desktop computers as “bulky”
q App Developers
q Professionals such as in Security
Job To Be Done?
Pain: Cost Structure (C$): Supplies; Staff; FaciliOes; … q Weaknesses: hard to fold or store; short baXery life; high cost (price) q Threats: social discomfort; switching costs;
privacy concerns
Delight: Revenue Streams (R$): US$1,500 per item
q Strengths: instantly accessible smartphone func0onali0es; could be hands-‐free
q OpportuniRes: killer apps; first mover ad-‐ vantage; crea0on of a “Blue Ocean” Industry
Channels (CH)
q Online
q Mail Delivery
q Retail Stores
Customer RelaRonships
(CR) q Community of
Early Adopters q PromoOon-‐
CompeOOons
(-‐)
Copyright 2013. Dr. Rod King. [email protected] & hBp://businessmodels.ning.com & hBp://twiBer.com/RodKuhnKing
Macro-‐Economic Influencers (MEI)
Indu
stry Ecosystem
(IE): Sup
ply
(Sup
pliers of W
earable Co
mpu
ters)
Market E
cosystem
(ME): D
eman
d (Transform
a0on
al Storie
s or U
se Cases)
Key Trends & Complementors (KTC) (Emergent Jobs To Be Done/Experiences)
q What & how does Google conRnuously learn (to create customers, profit or shared value)? Vuzix
Telepa
thy
Wearable (Ubiquitous/AR) CompuOng EvoluOon of Computers/Eyeglasses
Weak Global Economy
Sharing Economy
GlobalizaOon
Social Media/TV CollaboraOon
Gov.
“Outlier-‐Users”
of
Wearable Co
mpu
ters
Users
of
Non
-‐Wearable Co
mpu
ters
Global Enterprise Model (GEM) Canvas for the Google-‐Glass Startup
How Does the Google-‐Glass Model Fit in Present/Future Environment?
Apple
Sony
Health Sector Defense Sector OpposiOon Groups
DIY Economy
(+)
Value ProposiRon
(VP) q “Seamless &
Empowering” Computer/
Plakorm: -‐ Photo; Video;
Maps; Search; Internet … -‐ Jobs To Be Done
Environment
Key AcRviRes (KA)
q Closed/Open/ Co-‐InnovaOon
q Prototyping q Viral MarkeOng q Story Mngt.
Key Partners (KP)
q OEM Manufac-‐turers
Venture Capitalists q KPCB
q Andersen Horowitz
App Developers q “Explorers” q NY Times Android Carriers
Key Resources (KR)
Google’s q Team/Mngt/
Brand/IP q IT Infra’; Tech. q FaciliOes
Value ProposiRon
(VP) q “Seamless &
Empowering” Computer/
Plakorm: -‐ Photo; Video;
Maps; Search; Internet … -‐ Jobs To Be Done
Customer Segments
(CS) q Luxury users
who consider pocket or desktop computers as “bulky”
q App Developers
q Professionals such as in Security
Job To Be Done?
Channels (CH)
q Online
q Mail Delivery
q Retail Stores
Customer RelaRonships
(CR) q Community of
Early Adopters q PromoOon-‐
CompeOOons
(-‐)
Copyright 2013. Dr. Rod King. [email protected] & hBp://businessmodels.ning.com & hBp://twiBer.com/RodKuhnKing
Indu
stry Ecosystem
(IE): Sup
ply
(Sup
pliers of W
earable Co
mpu
ters)
Market E
cosystem
(ME): D
eman
d (Transform
a0on
al Storie
s or U
se Cases)
Key Trends & Complementors (KTC) (Emergent Jobs To Be Done/Experiences)
Vuzix
Telepa
thy
Wearable (Ubiquitous/AR) CompuOng EvoluOon of Computers/Eyeglasses
Weak Global Economy
Sharing Economy Social Media/TV CollaboraOon
“Outlier-‐Users”
of
Wearable Co
mpu
ters
Users
of
Non
-‐Wearable Co
mpu
ters
Global Enterprise Model (GEM) Canvas for the Google-‐Glass Startup: Scorecard (Metrics)
How Does the Google-‐Glass Model Fit in Present/Future Environment?
Apple
Sony
Health Sector OpposiOon Groups
DIY Economy
(+) Staffing Cost:
Customer AcquisiOon Cost:
Equipment/Infrastructure/Facility Cost:
DistribuOon/LogisOcs Cost:
Material/Info’ Cost:
Shared Value (PROFIT; Customer Experience)
Metrics Engagement:
AcOvaOon: RetenOon:
Revenue:
Referral:
AcquisiOon:
Macro-‐Economic Influencers (MEI) Gov. Defense Sector GlobalizaOon
Copyright 2013. Dr. Rod King. [email protected] & hBp://businessmodels.ning.com & hBp://twiBer.com/RodKuhnKing
Environment
Enterprise Model for Google Glass
World (Universe)
NaRon (Economy)
Industry
Business (Locality)
Region
IE
ME
MEI
KTC
KEY: “PESTLIED” is an acronym for PoliOcal; Economic; Social; Technological; Legal; InternaOonal; Environmental; Demographic
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Global Enterprise Model (GEM) Canvas for the Google-‐Glass Startup
How Does the Google-‐Glass Model Fit in Present/Future Environment?
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Google’s ExisCng PorDolio (Ecosystem) of Products and Business Models
Copyright 2013. Dr. Rod King. [email protected] & hBp://businessmodels.ning.com & hBp://twiBer.com/RodKuhnKing
Environment
KEY: “PESTLIED” is an acronym for PoliOcal; Economic; Social; Technological; Legal; InternaOonal; Environmental; Demographic
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Worksheets
For Global Enterprise Model (GEM)
Canvas
Past GEM
Present GEM
Future GEM
Global Enterprise Model (GEM) PLAN
Stages in the Evolu0on of an Enterprise’s Model Towards Mission/Vision/Ideals
Enterprise Model
Enterprise Model
Enterprise Model
Industry Ecosystem
Market Ecosystem
ENTERPRISE MODEL (Canvas)
Macro-‐Economic Influencers
Key Trends & Complementors
Copyright 2013. Dr. Rod King. [email protected] & hBp://businessmodels.ning.com & hBp://twiBer.com/RodKuhnKing
Mission/Vision/Purpose/Ideals/ Ideal Final Result
Global Enterprise Model (GEM) Canvas: Focusing on the Business Model Environment
QuesOons for ROT Analysis: What are Risks, OpportuniOes, and Threats (ROT) in the Business Model Environment for the Product?
Copyright 2013. Dr. Rod King. [email protected] & hBp://businessmodels.ning.com & hBp://twiBer.com/RodKuhnKing
Environment
(-‐)
KEY: “PESTLIED” is an acronym for PoliOcal; Economic; Social; Technological; Legal; InternaOonal; Environmental; Demographic
q Who are the customers: what are customers’ pain? what do customers value?
q Through what channels is value communicated and delivered to customers?
q What relaRonships exist with customers?
q What is the Customer Value ProposiRon, Job To Be
Done, and/or Goal as well as Product/ Service/Tool?
q Who are key partners/suppliers?
q What are key resources?
q What are key processes: how does the enterprise create value for customers?
q What is the pain (cost structure)? q What is the delight (revenue stream)? Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
q What & how does enterprise conRnuously learn (to create customers, profit or shared value)?
Global Enterprise Model (GEM) Canvas: Focusing on the Enterprise (Business) Model
Will Customers MASSIVELY Adopt or Reject the Product/Service/Customer Experience?
(+)
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Copyright 2013. Dr. Rod King. [email protected] & hBp://businessmodels.ning.com & hBp://twiBer.com/RodKuhnKing
Environment
(-‐)
KEY: “PESTLIED” is an acronym for PoliOcal; Economic; Social; Technological; Legal; InternaOonal; Environmental; Demographic
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Global Enterprise Model (GEM) Canvas: Discovery Cycle for (Un)Validated Model
5 AcOviOes of the Universal Problem Solving (UPS) Cycle: Problem-‐Plan-‐Build-‐Measure-‐Learn
(+)
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Copyright 2013. Dr. Rod King. [email protected] & hBp://businessmodels.ning.com & hBp://twiBer.com/RodKuhnKing
Environment
(-‐)
KEY: “PESTLIED” is an acronym for PoliOcal; Economic; Social; Technological; Legal; InternaOonal; Environmental; Demographic
Create Value Deliver Value
Capture Value
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Global Enterprise Model (GEM) Canvas: Execu0on Cycle for Validated Model
Cycle of 5 InnovaOon AcOviOes: Plan-‐Deliver Value-‐Capture Value-‐Learn-‐Create Value
(+)
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Environment
Key AcRviRes (KA)
Key Partners (KP)
Key Resources (KR)
Value ProposiRon
(VP)
Customer Segments
(CS)
Pain: Cost Structure (C$)
Delight: Revenue Streams (R$)
Channels (CH)
Customer RelaRonships
(CR)
(-‐) (+)
Copyright 2013. Dr. Rod King. [email protected] & hBp://businessmodels.ning.com & hBp://twiBer.com/RodKuhnKing Topics of the above canvas are mainly adapted from The Business Model Canvas & Environment (www.businessmodelgeneraOon.com)
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
q What & how does enterprise conRnuously learn (to create customers, profit or shared value)?
Global Enterprise Model (GEM) Canvas: Worksheet for 10 Building Blocks
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Environment
Key AcRviRes (KA)
Key Partners (KP)
Key Resources (KR)
Value ProposiRon
(VP)
Customer Segments
(CS)
Channels (CH)
Customer RelaRonships
(CR)
(-‐) (+)
Copyright 2013. Dr. Rod King. [email protected] & hBp://businessmodels.ning.com & hBp://twiBer.com/RodKuhnKing Topics of the above canvas are mainly adapted from The Business Model Canvas & Environment (www.businessmodelgeneraOon.com)
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Global Enterprise Model (GEM) Canvas: Scorecard (Metrics)
Engagement:
AcOvaOon: RetenOon:
Revenue:
Referral:
Staffing Cost:
Customer AcquisiOon Cost:
Equipment/Infrastructure/Facility Cost:
DistribuOon/LogisOcs Cost:
Material/Info’ Cost:
Shared Value (PROFIT; Customer Experience)
AcquisiOon: Metrics
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/0/+)
Should you be interested in preparing a Global Enterprise Model (GEM) Canvas for your product, service, startup, and/or established organizaRon, Contact: Dr. Rod King [email protected]
