The Business Model Spinner: A Fun Way to Improve Your Business Model Creativity, Performance, and Innovation

Processes/Ac)vi)es

Internal Resources

Inputs/Partners

Customer Segments

Channels/ Rela)onships

Product/Service

Cost (Structure)/ Pain

Revenue (Streams)/ Delight

Profit (Strategy/Value Proposi6on)

Business Model Spinner A Fun Way to Improve Business Model Crea)vity, Performance, and Innova)on

#BMYacht. Dr. Rod King. [email protected] & hKp://businessmodels.ning.com & hKp://twiKer.com/RodKuhnKing

Eliminate

Reduce Increase

Create

What if we …

Business Model Spinner A Fun Way to Improve Business Model Crea)vity, Performance, and Innova)on

#BMYacht. Dr. Rod King. [email protected] & hKp://businessmodels.ning.com & hKp://twiKer.com/RodKuhnKing

Document a given (Red Ocean) business model using the 9 outer "topics" of the Business Model Spinner.

List Key Performance Indicators (KPI) on each of the 9 inner "slices" that contain an icon; e.g., use "Referral" and "Reten)on" for Customer Segments.

Choose a main business objec)ve such as Reduce Cost or Increase Revenue.

Turn the (imaginary) spinner & choose one of four ac)ons: Eliminate; Reduce; Increase; Create.

Turn the spinner again & choose a business model topic.

Use the ac)on & topic to generate ideas for the selected objec)ve in step 3. Vote on ideas. (Repeat steps 1 to 6)

1

2

3

4

5

6

SIX STEPS FOR CREATIVELY IMPROVING YOUR BUSINESS MODEL PERFORMANCE

Red Ocean Disrup)on (ROD) Strategy How Lean Startups Can Disrupt Red Ocean Industries

RED OCEAN

BLUE OCEAN

#PMYacht. Dr. Rod King. [email protected] & hKp://businessmodels.ning.com & hKp://twiKer.com/RodKuhnKing

Present (Done)

Future (To Do)

Red Ocean Disrup)on (ROD) Strategy How Lean Startups Can Disrupt Red Ocean Industries

RED OCEAN

BLUE OCEAN


Present (Done)

Future (To Do)


Project Management Big Hairy Audacious Goal (BHAG): ………………………………………………………………..………………….………………………….

RED OCE

AN BLU

E OCEAN

COST (Pain)

BENEFIT (Delight; Revenue)

VALUE (Un/Happiness; PROFIT)

Processes/ Ac)vi)es

Internal Resources

Inputs/ Partners

Channels & Rela)on-‐ ships

Product/ Service

Customer Segments

Present (Done): Reality/Problem

Future (To Do): Scenario/SoluBon

IMPACTS -‐ +

Internal Resources q Team -‐ InnovaBon Team -‐ Stability Team q Core

Competencies q Core Values

(Habits/Tasks)

ENVIRON-‐MENT