Embed Size (px)
DESCRIPTION
It's going to a decade since the book, "Blue Ocean Strategy," was published by W. Chan Kim and Renee Mauborgne. However, over 99% of strategists, entrepreneurs, and innovators are struggling to translate the theory of Blue Ocean Strategy into practice. Meanwhile, established organizations as well as (lean) startups are failing and going bankrupt. This presentation features the Red Ocean Disruption (ROD) Stack, which is a set of visual tools for comprehensively developing and managing Red Ocean Disruption (Blue Ocean) Strategy. The Idea Lifecycle provides a roadmap as well as tollgates of the journey towards the Blue Ocean. http://goo.gl/j0rc4V
Citation preview
Combine the Best of “Blue Ocean Strategy” and “Lean Startup Methodology”
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
TRADE-‐OFF TOOL (Product/Service)
STRENGTH (+): Delight WEAKNESS (-‐): Pain
BLUE OCEAN STRATEGY
Strategy Business Model (Value Chain) VisualizaHon ExecuHon
LEAN STARTUP METHODOLOGY
ExecuHon Business Model (Value Chain) VisualizaHon Strategy
RED OCEAN DISRUPTION (ROD) STACK h5p://goo.gl/j0rc4V
Strategy + ExecuHon + Business Model (Value Chain) VisualizaHon (“Blue Ocean Strategy for Lean Startups”)
-‐
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Where currently are we? Where must we
go?
Problem Pain: (Un)Known How must we
get there?
(-‐)
(+)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
Method (Strategy) -‐ Business Model
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Where currently are we? Where must we
go?
Problem Pain: (Un)Known How must we
get there?
(-‐)
(+)
(-‐)
(+)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
Method (Strategy) -‐ Business Model
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Where currently are we? Where must we
go?
Problem Pain: (Un)Known
Method (Strategy) -‐ Business Model
How must we get there?
(-‐)
(+)
(-‐)
(+)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Where currently are we? Where must we
go?
Problem Pain: (Un)Known
Method (Strategy) How must we get there?
(-‐)
(+)
(-‐)
(+)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
The Red Ocean DisrupTon (ROD) Stack for
Blue Ocean Strategists & Lean Startups
A Less Risky Journey to the Blue Ocean
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Where currently are we? Where must we
go?
Problem Pain: (Un)Known
Method (Strategy) -‐ Business Model
How must we get there?
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Where currently are we? Where must we
go?
Problem Pain: (Un)Known
Method (Strategy) -‐ Business Model
How must we get there?
(-‐)
(+)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Where currently are we? Where must we
go?
Problem Pain: (Un)Known
Method (Strategy) -‐ Business Model
How must we get there?
(-‐)
(+)
(-‐)
(+)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Where currently are we? Where must we
go?
Problem Pain: (Un)Known
Method (Strategy) -‐ Business Model
How must we get there?
(-‐)
(+)
(-‐)
(+)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
How to Be:er Visualize and Sail to the Blue Ocean Use the Red Ocean DisrupTon (ROD) Stack
q Idea Lifecycle (Roadmap of Product-‐Market Fits/Nested S-‐Curve); 4 Problem Archetypes q Problem Solving Engine; DramaZc Story Canvas; Lean Strategy Canvas; 6 Jobs of Highly
EffecZve Problem Solvers q Business Model Dashboard; Business Model Chemistry q Business Model Storyboard; Business Model Yacht q Value Engine Map; Red Ocean DisrupZon (ROD) Strategies; E.R.I.C. TacZcs; Trade-‐off Matrix q Strategy Canvas (Linear/Radial/3x3); Value InnovaZon (Blue Ocean Strategy/TacZcs) q Value Chain Analysis; Value Net q Industry (A5racZveness) Analysis q SWOT Analysis; Force Field Analysis q Customer AcquisiZon Pyramid
Every Great Idea Sails Through a Lifecycle of 5 Stages
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
1. CONCEPT
(PROBLEM/IDEA)
2. PRETOTYPE
3. PROTOTYPE
4. PILOT
5. FULL SCALE
RED OCEAN
(ExisTng) COMPETITORS
1 2 3 4 5
Every Great Idea Sails Through a Lifecycle of 5 Stages
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
1. CONCEPT
(PROBLEM/IDEA)
2. PRETOTYPE
3. PROTOTYPE
4. PILOT
5. FULL SCALE
1 2 3 4 5
Every Great Idea Sails Through a Lifecycle of 5 Stages
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
1. CONCEPT
(PROBLEM/IDEA)
2. PRETOTYPE
3. PROTOTYPE
4. PILOT
5. FULL SCALE
Product-‐
Market Fit: Build-‐
Measure-‐Learn
1 2 3 4 5
Every Great Idea Sails Through a Lifecycle of 5 Stages
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
1. CONCEPT
(PROBLEM/IDEA)
2. PRETOTYPE
3. PROTOTYPE
4. PILOT
5. FULL SCALE
1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
BUSINESS MODEL DASHBOARD
BUSINESS MODEL DASHBOARD (PERFORMANCE; IMPACT; TRADE-‐OFF = Pain/Delight)
Supersystem
Region/Gov./NGOs
Influencers/ Media
Non-‐Customers (Prospects)
PESTLIED Events/Trends
Environment (Market/Industry)
Suppliers
Channels/ RelaHonships
(In)Direct CompeHtors
New Entrants (Startups)
Customers
System (Enterprise)
Input
Processor
Output
Feedback
The 3 Levels of Business Model Performance
1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
BUSINESS MODEL DASHBOARD
BUSINESS MODEL DASHBOARD (PERFORMANCE; IMPACT; TRADE-‐OFF = Pain/Delight)
Supersystem
Region/Gov./NGOs
Influencers/ Media
Non-‐Customers (Prospects)
PESTLIED Events/Trends
Environment (Market/Industry)
Suppliers
Channels/ RelaHonships
(In)Direct CompeHtors
New Entrants (Startups)
Customers
System (Enterprise)
Input
Processor
Output
Feedback
The 3 Levels of Business Model Performance
1 2 3 4 5
Business Model Yacht Red Ocean DisrupZon (ROD) Storyboard
Business Model Yacht for Blue Ocean Strategists 1. CONCEPTION
(Red Ocean DisrupZon Idea/Blue Ocean Concept)
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Method (Strategy) -‐ Business Model
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Method (Strategy) -‐ Business Model
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Method (Strategy) -‐ Business Model
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Outcomes (Hypotheses) q Highly Contested Market Space q HypercompeHHon; CommodiHzaHon q Low Profitability; Low Profit Margin q High Mortality Rate (Death Rate)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Method (Strategy) -‐ Business Model
(-‐)
(+)
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Outcomes (Hypotheses) q Highly Contested Market Space q HypercompeHHon; CommodiHzaHon q Low Profitability; Low Profit Margin q High Mortality Rate (Death Rate)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Method (Strategy) -‐ Business Model
(-‐)
(+)
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Outcomes (Hypotheses) q Highly Contested Market Space q HypercompeHHon; CommodiHzaHon q Low Profitability; Low Profit Margin q High Mortality Rate (Death Rate)
Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business
model
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Method (Strategy) -‐ Business Model
(-‐)
(+)
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Outcomes (Hypotheses) q Highly Contested Market Space q HypercompeHHon; CommodiHzaHon q Low Profitability; Low Profit Margin q High Mortality Rate (Death Rate)
Outcomes (Hypotheses) q Uncontested Market Space q Irrelevant CompeHtors q High Profitability; High Profit Margin q Low Mortality Rate (Death Rate)
Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business
model
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Method (Strategy) -‐ Business Model
(-‐)
(+)
(-‐)
(+)
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Outcomes (Hypotheses) q Highly Contested Market Space q HypercompeHHon; CommodiHzaHon q Low Profitability; Low Profit Margin q High Mortality Rate (Death Rate)
Outcomes (Hypotheses) q Uncontested Market Space q Irrelevant CompeHtors q High Profitability; High Profit Margin q Low Mortality Rate (Death Rate)
Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business
model
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Method (Strategy) -‐ Business Model
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business
model
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Method (Strategy) -‐ Business Model
(-‐)
(+)
(-‐)
(+)
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business
model
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Method (Strategy) -‐ Business Model
(-‐)
(+)
(-‐)
(+)
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business
model
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Method (Strategy) -‐ Business Model
Value InnovaZon-‐focus
(-‐)
(+)
(-‐)
(+)
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business
model
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
PROFIT (Key Metrics)
(-‐)
(+)
(-‐)
(+)
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business
model
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
PROFIT (Key Metrics)
Value Engine
(-‐)
(+)
(-‐)
(+)
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business
model
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
PROFIT (Key Metrics)
Value Engine: Value InnovaZon-‐focus
(ProposiHon/Strategy)
(-‐)
(+)
(-‐)
(+)
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business
model
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
PROFIT (Key Metrics)
Value Engine: Value InnovaZon-‐focus
(ProposiHon/Strategy)
(-‐)
(+)
(-‐)
(+)
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business
model
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
Business Model Yacht for Blue Ocean Strategists 2. PRETOTYPE
(Red Ocean DisrupZon (Blue Ocean) Strategy/TacZcs/Business Model)
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
PROFIT (Key Metrics)
Value Engine: Value InnovaZon-‐focus
(ProposiHon/Strategy)
(-‐)
(+)
(-‐)
(+)
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business
model
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Channels & RelaTon-‐ ships
Product/ Service
PROFIT (Key Metrics)
Value Engine: Value InnovaZon-‐focus
(ProposiHon/Strategy)
(-‐)
(+)
(-‐)
(+)
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business
model
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Blue Ocean Strategy: Six Principles 1. Reconstruct
market bound-‐aries (6 paths)
2. Focus on big picture (4 steps)
3. Reach beyond exis<ng demand
4. Get the strategic sequence right
5. Overcome key org. hurdles
6. Build execu<on into strategy
Four AcHons F’work
Channels & RelaTon-‐ ships
Product/ Service
PROFIT (Key Metrics)
Linear Strategy Canvas (“As Is”) Linear Strategy Canvas (“To Be”)
Value Engine: Value InnovaZon-‐focus
(ProposiHon/Strategy)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Blue Ocean Strategy: Six Principles 1. Reconstruct
market bound-‐aries (6 paths)
2. Focus on big picture (4 steps)
3. Reach beyond exis<ng demand
4. Get the strategic sequence right
5. Overcome key org. hurdles
6. Build execu<on into strategy
Four AcHons F’work
Channels & RelaTon-‐ ships
Product/ Service
PROFIT (Key Metrics)
3x3 Strategy Canvas (“As Is”) 3x3 Strategy Canvas (“To Be”)
Value Engine: Value InnovaZon-‐focus
(ProposiHon/Strategy)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine: Value InnovaZon-‐focus
(ProposiHon/Strategy)
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Channels & RelaTon-‐ ships
Product/ Service
PROFIT (Key Metrics)
Radial Strategy Canvas (“As Is”) Radial Strategy Canvas (“To Be”)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Blue Ocean Strategy: Six Principles 1. Reconstruct
market bound-‐aries (6 paths)
2. Focus on big picture (4 steps)
3. Reach beyond exis<ng demand
4. Get the strategic sequence right
5. Overcome key org. hurdles
6. Build execu<on into strategy
Four AcHons F’work
Channels & RelaTon-‐ ships
Product/ Service
PROFIT (Key Metrics)
Radial Strategy Canvas (“As Is”) Radial Strategy Canvas (“To Be”)
Value Engine: Value InnovaZon-‐focus
(ProposiHon/Strategy)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Blue Ocean Strategy: Six Principles 1. Reconstruct
market bound-‐aries (6 paths)
2. Focus on big picture (4 steps)
3. Reach beyond exis<ng demand
4. Get the strategic sequence right
5. Overcome key org. hurdles
6. Build execu<on into strategy
Four AcHons F’work
Channels & RelaTon-‐ ships
Product/ Service
PROFIT (Key Metrics)
Radial Strategy Canvas (“As Is”) Radial Strategy Canvas (“To Be”)
Value Engine: Value InnovaZon-‐focus
(ProposiHon/Strategy)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Blue Ocean Strategy: Six Principles 1. Reconstruct
market bound-‐aries (6 paths)
2. Focus on big picture (4 steps)
3. Reach beyond exis<ng demand
4. Get the strategic sequence right
5. Overcome key org. hurdles
6. Build execu<on into strategy
Four AcHons F’work
Channels & RelaTon-‐ ships
Product/ Service
PROFIT (Key Metrics)
Value Engine: Value InnovaZon-‐focus
(ProposiHon/Strategy)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
Decision-‐Making Dashboard Decision-‐Making Dashboard
Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”)
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Blue Ocean Strategy: Six Principles 1. Reconstruct
market bound-‐aries (6 paths)
2. Focus on big picture (4 steps)
3. Reach beyond exis<ng demand
4. Get the strategic sequence right
5. Overcome key org. hurdles
6. Build execu<on into strategy
Four AcHons F’work
Channels & RelaTon-‐ ships
Product/ Service
PROFIT (Key Metrics)
Value Engine: Value InnovaZon-‐focus
(ProposiHon/Strategy)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
Decision-‐Making Dashboard Decision-‐Making Dashboard
Balanced Scorecard (“To Be”) Balanced Scorecard (“As Is”)
0 2 4 6 8
10 i
ii
iii
iv
FINANCE
CUSTOMER
PROCESS
LEARNING 0 2 4 6 8 10
i
ii
iii
iv
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Blue Ocean Strategy: Six Principles 1. Reconstruct
market bound-‐aries (6 paths)
2. Focus on big picture (4 steps)
3. Reach beyond exis<ng demand
4. Get the strategic sequence right
5. Overcome key org. hurdles
6. Build execu<on into strategy
Four AcHons F’work
Channels & RelaTon-‐ ships
Product/ Service
PROFIT (Key Metrics)
Value Engine: Value InnovaZon-‐focus
(ProposiHon/Strategy)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
Pirate ‘L.E.A.R.N.’ Scorecard (“To Be”) Pirate ‘L.E.A.R.N.’ Scorecard (“As Is”)
0 2 4 6 8
10 i
ii
iii
iv
v
vi
vii
viii
E: Engagement
A: AcquisiZon
A: AcZvaZon
R: RetenZon
R: Revenue
R: Referral
N: Net Promoter Score
0 2 4 6 8 10
i
ii
iii
iv
v
vi
vii
viii
Decision-‐Making Dashboard Decision-‐Making Dashboard
L: LifeZme Value
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
Method (Strategy)
Make extraordinary profit (margin)
Disrupt a leading product/service/business model to create a really different and valuable experience
Develop, test, and validate a massive level of customer interest (for each stage of the idea lifecycle)
1 2
3
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
Example
Red Ocean Strategy
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment
Method (Strategy) -‐ Business Model
1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Method (Strategy) -‐ Business Model
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Method (Strategy) -‐ Business Model
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Outcomes (Hypotheses) q Highly Contested Market Space q HypercompeHHon; CommodiHzaHon q Low Profitability; Low Profit Margin q High Mortality Rate (Death Rate)
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Method (Strategy) -‐ Business Model
(-‐)
(+)
Jobs To Get Done (Behavior) q Compete in exisZng market space q Beat the compeZZon q Exploit exisZng demand (market) q Make cost vs. value trade-‐off q Low-‐cost business model or
DifferenZaZon business model
Outcomes (Hypotheses) q Highly Contested Market Space q HypercompeHHon; CommodiHzaHon q Low Profitability; Low Profit Margin q High Mortality Rate (Death Rate)
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Channels & RelaTon-‐ ships
Product/ Service
Value Engine: Low-‐cost focus
(“The Greatest Show on Earth”) Red Ocean Strategy
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Channels & RelaTon-‐ ships
Product/ Service
Value Engine: Low-‐cost focus
(“The Greatest Show on Earth”) Red Ocean Strategy
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas
q Classic/ TradiHonal Circus Entertainment
q Animal Care
q Employees/Star Performers q Animal Care q FaciliHes/Equipment/Rent q MarkeHng & Sales
q Ticket Sale q Aisle Concessions
Channels & RelaTon-‐ ships
q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers
q Classic/ TradiHonal Circus
q Family q Children
Value Engine: Low-‐cost focus
(“The Greatest Show on Earth”) Red Ocean Strategy
Low Profit Margin
q Animal Handlers q Suppliers
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
Dynamic Strategy Canvas (“As Is”)
COST (STRUCTURE)
REVENUE (STREAMS)
Price
Star Performers
Concessions
MulZple Arenas
Fun & Humor
Thrill & Danger
Unique Venue
Theme/ Music & Dance/…
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas
q Classic/ TradiHonal Circus Entertainment
q Animal Care
q Employees/Star Performers q Animal Upkeep q FaciliHes/Equipment/Rent q MarkeHng & Sales
q Ticket Sale q Aisle Concessions
q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers
q Classic/ TradiHonal Circus
q Family q Children
Value Engine: Low-‐cost focus
(“The Greatest Show on Earth”) Red Ocean Strategy
Low Profit Margin
q Animal Handlers q Suppliers
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
Decision-‐Making Dashboard
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
COST (STRUCTURE)
REVENUE (STREAMS)
Price
Star Performers
Concessions
MulZple Arenas
Fun & Humor
Thrill & Danger
Unique Venue
Theme/ Music & Dance/…
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas
q Classic/ TradiHonal Circus Entertainment
q Animal Care
q Employees/Star Performers q Animal Upkeep q FaciliHes/Equipment/Rent q MarkeHng & Sales
q Ticket Sale q Aisle Concessions
q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers
q Classic/ TradiHonal Circus
q Family q Children
Value Engine: Low-‐cost focus
(“The Greatest Show on Earth”) Red Ocean Strategy
Low Profit Margin
q Animal Handlers q Suppliers
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
COST (STRUCTURE)
REVENUE (STREAMS)
q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas
q Classic/ TradiHonal Circus Entertainment
q Animal Care
q Family q Children
q Employees/Star Performers q Animal Upkeep q FaciliHes/Equipment/Rent q MarkeHng & Sales
q Ticket Sale q Aisle Concessions
q Animal Handlers q Suppliers
q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers
q Classic/ TradiHonal Circus
New Entrants (Startups)
SubsH-‐tutes
(Incumbents)
Value Engine: Low-‐cost focus
(“The Greatest Show on Earth”) Red Ocean Strategy
Low Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
COST (STRUCTURE)
REVENUE (STREAMS)
q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas
q Classic/ TradiHonal Circus Entertainment
q Animal Care
q Family q Children
q Employees/Star Performers q Animal Upkeep q FaciliHes/Equipment/Rent q MarkeHng & Sales
q Ticket Sale q Aisle Concessions
q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers
q Classic/ TradiHonal Circus
New Entrants (Startups)
SubsH-‐tutes
(Incumbents)
Value Engine: Low-‐cost focus
(“The Greatest Show on Earth”) Red Ocean Strategy
Outdoor
Sports/Games
Theater
Musical
(Electronic Games)
Low Profit Margin
q Animal Handlers q Suppliers
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
COST (STRUCTURE)
REVENUE (STREAMS)
q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas
q Classic/ TradiHonal Circus Entertainment
q Animal Care
q Family q Children
q Employees/Star Performers q Animal Upkeep q FaciliHes/Equipment/Rent q MarkeHng & Sales
q Ticket Sale q Aisle Concessions
q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers
q Classic/ TradiHonal Circus
New Entrants (Startups)
SubsH-‐tutes
(Incumbents)
Comple-‐mentors
Influenc-‐ers
Value Engine: Low-‐cost focus
(“The Greatest Show on Earth”) Red Ocean Strategy
(Electronic Games)
Outdoor
Sports/Games
Theater
Musical
Low Profit Margin
q Animal Handlers q Suppliers
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
COST (STRUCTURE)
REVENUE (STREAMS)
q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas
q Classic/ TradiHonal Circus Entertainment
q Animal Care
q Family q Children
q Employees/Star Performers q Animal Upkeep q FaciliHes/Equipment/Rent q MarkeHng & Sales
q Ticket Sale q Aisle Concessions
q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers
q Classic/ TradiHonal Circus
S: Strengths
O: Opportuni-‐
Hes
W: Weaknesses
T: Threats
Value Engine: Low-‐cost focus
(“The Greatest Show on Earth”) Red Ocean Strategy
Low Profit Margin
q Animal Handlers q Suppliers
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
COST (STRUCTURE)
REVENUE (STREAMS)
q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas
q Classic/ TradiHonal Circus Entertainment
q Animal Care
q Family q Children
q Employees/Star Performers q Animal Upkeep q FaciliHes/Equipment/Rent q MarkeHng & Sales
q Ticket Sale q Aisle Concessions
q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers
q Classic/ TradiHonal Circus
q Discomfort with use of animals
q Lack of focus in viewing shows in 3-‐ring circus
q High price of aisle Zckets
Value Engine: Low-‐cost focus
(“The Greatest Show on Earth”) Red Ocean Strategy
Low Profit Margin
q Animal Handlers q Suppliers
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
Blue Ocean Strategy
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
TRADE-‐OFF TOOL (Product/Service)
STRENGTH (+): Delight WEAKNESS (-‐): Pain
TradiTonal Circus (Industry)
q Fun & Humor q Thrill & Danger q Inexpensive
q Discomfort with use of animals
q Lack of focus from viewing in 3-‐ring circus
q High price of aisle Zckets
Theater/Musicals (Industry: Direct/Indirect/Remote)
q ArZsZc music and dance q Expensive
Circus-‐Theater
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
ü
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Method (Strategy) -‐ Business Model
Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business
model
Low Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Method (Strategy) -‐ Business Model
Jobs To Get Done (Behavior) q Create uncontested market space q Make the compeZZon irrelevant q Create and capture demand (market) q Resolve cost vs. value trade-‐off q Low cost & DifferenZaZon business
model
Low Profit Margin High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Channels & RelaTon-‐ ships
Product/ Service
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Circus-‐Theater
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
COST (STRUCTURE)
REVENUE (STREAMS)
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Channels & RelaTon-‐ ships
Product/ Service
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Circus-‐Theater
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Channels & RelaTon-‐ ships
Product/ Service
Dynamic Strategy Canvas (“To Be”)
COST (STRUCTURE)
REVENUE (STREAMS)
Price
Star Performers
Concessions
MulZple Arenas
Fun & Humor
Thrill & Danger
Unique Venue
Theme/ Music & Dance/…
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii Blue Ocean Strategy: Six Principles 1. Reconstruct
market bound-‐aries (6 paths)
2. Focus on big picture (4 steps)
3. Reach beyond exis<ng demand
4. Get the strategic sequence right
5. Overcome key org. hurdles
6. Build execu<on into strategy
Four AcHons F’work Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Circus-‐Theater
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Channels & RelaTon-‐ ships
Product/ Service
COST (STRUCTURE)
REVENUE (STREAMS)
Price
Star Performers
Concessions
MulZple Arenas
Fun & Humor
Thrill & Danger
Unique Venue
Theme/ Music & Dance/…
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii Blue Ocean Strategy: Six Principles 1. Reconstruct
market bound-‐aries (6 paths)
2. Focus on big picture (4 steps)
3. Reach beyond exis<ng demand
4. Get the strategic sequence right
5. Overcome key org. hurdles
6. Build execu<on into strategy
Four AcHons F’work Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Circus-‐Theater
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Channels & RelaTon-‐ ships
Product/ Service
COST (STRUCTURE)
REVENUE (STREAMS)
Price
Star Performers
Concessions
MulZple Arenas
Fun & Humor
Thrill & Danger
Unique Venue
Theme/ Music & Dance/…
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Circus-‐Theater
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
BOS: Six Principles
Four AcHons F’work q E: Eliminate Star
Performers/ Animal Shows/ Aisle Concessions/ MulZple Arenas
q R: Reduce Fun & Humor/Thrill & Danger
q I: Increase Unique Venue
q C: Create Theme/ Music & Dance/ MulZple Prodn
Channels & RelaTon-‐ ships
Product/ Service
COST (STRUCTURE)
REVENUE (STREAMS)
Price
Star Performers
Concessions
MulZple Arenas
Fun & Humor
Thrill & Danger
Unique Venue
Theme/ Music & Dance/…
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Circus-‐Theater
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
BOS: Six Principles
Four AcHons F’work q E: Eliminate Star
Performers/ Animal Shows/ Aisle Concessions/ MulZple Arenas
q R: Reduce Fun & Humor/Thrill & Danger
q I: Increase Unique Venue
q C: Create Theme/ Music & Dance/ MulZple Prodn
Channels & RelaTon-‐ ships
Product/ Service
COST (STRUCTURE)
REVENUE (STREAMS)
Price
Star Performers
Concessions
MulZple Arenas
Fun & Humor
Thrill & Danger
Unique Venue
Theme/ Music & Dance/…
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Circus-‐Theater
q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
q Ticket Sale (Premium)
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Channels & RelaTon-‐ ships
Product/ Service
COST (STRUCTURE)
REVENUE (STREAMS)
Price
Star Performers
Concessions
MulZple Arenas
Fun & Humor
Thrill & Danger
Unique Venue
Theme/ Music & Dance/…
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Circus-‐Theater
q Adults q Corporate Clients q Family q Children
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals
q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales
BOS: Six Principles
Four AcHons F’work q E: Eliminate Star
Performers/ Animal Shows/ Aisle Concessions/ MulZple Arenas
q R: Reduce Fun & Humor/Thrill & Danger
q I: Increase Unique Venue
q C: Create Theme/ Music & Dance/ MulZple Prodn
High Profit Margin
q Ticket Sale (Premium)
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Channels & RelaTon-‐ ships
Product/ Service
COST (STRUCTURE)
REVENUE (STREAMS)
Price
Star Performers
Concessions
MulZple Arenas
Fun & Humor
Thrill & Danger
Unique Venue
Theme/ Music & Dance/…
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Circus-‐Theater
q Adults q Corporate Clients q Family q Children
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals
q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales
BOS: Six Principles
Four AcHons F’work q E: Eliminate Star
Performers/ Animal Shows/ Aisle Concessions/ MulZple Arenas
q R: Reduce Fun & Humor/Thrill & Danger
q I: Increase Unique Venue
q C: Create Theme/ Music & Dance/ MulZple Prodn
High Profit Margin
q Ticket Sale (Premium)
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
Dynamic Strategy Canvas (“To Be”) Dynamic Strategy Canvas (“As Is”) Decision-‐Making Dashboard Decision-‐Making Dashboard
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons
q Circus-‐Theater Entertainment
q ArHsHc Show
q Circus-‐Theater
q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales
q Agents for ArHsts
q Suppliers
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
q Ticket Sale (Premium)
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
Dynamic Strategy Canvas (“To Be”)
Decision-‐Making Dashboard
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
1 3 5 7 9
i
ii
iii
iv
v
vi
vii
viii
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons
q Circus-‐Theater Entertainment
q ArHsHc Show
q Circus-‐Theater
q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales
q Agents for ArHsts
q Suppliers
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
q Ticket Sale (Premium)
(-‐)
(+)
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
Dynamic Strategy Canvas (“To Be”)
Decision-‐Making Dashboard
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons
q Circus-‐Theater Entertainment
q ArHsHc Show
q Ticket Sale (Premium)
q Circus-‐Theater
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales
q Agents for ArHsts
q Suppliers
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons
q Circus-‐Theater Entertainment
q ArHsHc Show
q Ticket Sale (Premium)
q Circus-‐Theater
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales
q Agents for ArHsts
q Suppliers
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons
q Circus-‐Theater Entertainment
q ArHsHc Show
q Ticket Sale (Premium)
q Circus-‐Theater
COST (STRUCTURE)
REVENUE (STREAMS)
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales
q No animals
q No 3-‐ring circus arrangement
q Premium Zcket price
q Agents for ArHsts
q Suppliers
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
q Ticket Sale (Premium) COST
(STRUCTURE) REVENUE (STREAMS)
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q No animals
q No 3-‐ring circus arrangement
q Premium Zcket price
q Discomfort with use of animals
q Lack of focus in viewing shows in 3-‐ring circus
q High price of aisle Zckets
q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons
q Circus-‐Theater Entertainment
q ArHsHc Show
q Circus-‐Theater
q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales
q Agents for ArHsts
q Suppliers
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
COST (STRUCTURE)
REVENUE (STREAMS)
q Employee/ Star Perform-‐ ers q Brand/Culture q FaciliHes/ Equipment/ MulHple Show Arenas
q Classic/ TradiHonal Circus Entertainment
q Animal Care
q Family q Children
q Employees/Star Performers q Animal Upkeep q FaciliHes/Equipment/Rent q MarkeHng & Sales
q Ticket Sale q Aisle Concessions
q Ticket Office q Face-‐to-‐Face q Radio q TV q Newspapers
q Classic/ TradiHonal Circus
q Discomfort with use of animals
q Lack of focus in viewing shows in 3-‐ring circus
q High price of aisle Zckets
Value Engine: Low-‐cost focus
(“The Greatest Show on Earth”) Red Ocean Strategy
Low Profit Margin
q Animal Handlers q Suppliers
PIVOT
PIVOT
PIVOT
PIVOT PIVOT
PIVOT
PIVOT PIVOT
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
Industry/Risk Analysis
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
q Ticket Sale (Premium) COST
(STRUCTURE) REVENUE (STREAMS)
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons
q Circus-‐Theater Entertainment
q ArHsHc Show
q Circus-‐Theater
q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales
New Entrants (Startups)
SubsH-‐tutes
(Incumbents)
q Agents for ArHsts
q Suppliers
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
q Ticket Sale (Premium) COST
(STRUCTURE) REVENUE (STREAMS)
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons
q Circus-‐Theater Entertainment
q ArHsHc Show
q Circus-‐Theater
q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales
New Entrants (Startups)
SubsH-‐tutes
(Incumbents)
Outdoor
Sports/Games
Theater
Musical
(Electronic Games)
q Agents for ArHsts
q Suppliers
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
q Ticket Sale (Premium) COST
(STRUCTURE) REVENUE (STREAMS)
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons
q Circus-‐Theater Entertainment
q ArHsHc Show
q Agents for ArHsts
q Suppliers
q Circus-‐Theater
q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales
New Entrants (Startups)
SubsH-‐tutes
(Incumbents)
Comple-‐mentors
Influenc-‐ers
Outdoor
Sports/Games
Theater
Musical
(Electronic Games)
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
q Ticket Sale (Premium) COST
(STRUCTURE) REVENUE (STREAMS)
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons
q Circus-‐Theater Entertainment
q ArHsHc Show
q Circus-‐Theater
q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales
Forces Against
Forces For
q Agents for ArHsts
q Suppliers
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Customer Segments
Processes/ AcTviTes
Internal Resources Channels
& RelaTon-‐ ships
Product/ Service
q Ticket Sale (Premium) COST
(STRUCTURE) REVENUE (STREAMS)
Value Engine: Value InnovaZon-‐focus
(ProposiHon: “We Reinvent the Circus”) Blue Ocean Strategy
q Employees q Brand/Culture q FaciliHes/ Equipment/ MulHple ProducHons
q Circus-‐Theater Entertainment
q ArHsHc Show
q Circus-‐Theater
q Employees q FaciliHes/ Equipment/Rent q MarkeHng & Sales
S: Strengths
O: Opportuni-‐
Hes
W: Weaknesses
T: Threats
q Agents for ArHsts
q Suppliers
q Ticket Office q Face-‐to-‐Face q Radio q TV; Other Media q Newspapers q Fringe FesHvals
q Adults q Corporate Clients q Family q Children
High Profit Margin
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
PROFIT
Stage/Tollgate Theme/Project
1. ConcepTon
(Problem/JTGD)
2. Pretotype (ChaoHc)
3. Prototype (Complex)
4. Pilot
(Complicated)
5. Full Scale (Simple)
NATURE Fill a Niche/DNA: Solve Problem/
Resolve Trade-‐off in Ecosystem
RINGLING BROS.
Red Ocean Circus: Create/Launch a
Classic Circus Business “The Greatest Show on
Earth”
Classic Traveling Circus
Tollgate Criteria (Level of Interest)
CIRQUE DU SOLEIL
Blue Ocean Circus: Create/Launch a Circus-‐Theater; “We Reinvent the
Circus”
Traveling Street Performers: 2 No.
Traveling Street Performers: Small Ensemble
Traveling Circus-‐Theater: Large Ensemble
Resident Circus-‐Theater with Own/Permanent Venue for Entertainment
Tollgate Criteria (Level of Interes)
Every Great Idea or Industry Sails Through a Lifecycle of 5 Stages
Appendix Reconstruct Market Boundaries
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
TRADE-‐OFF TOOL (Product/Service)
STRENGTH (+): Delight WEAKNESS (-‐): Pain
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
q Delighters q SaTsfiers q DissaTsfiers
q Delighters q SaTsfiers q DissaTsfiers
q Delighters q SaTsfiers q DissaTsfiers
NON-‐COMPETITORS (Remote Industries/Economy: Sectoral & Geographical Non-‐alternaZves)
DIRECT COMPETITORS (Core Sector/Strategic Groups: SubsZtutes)
BUSINESS
(New) Customer Value ProposiTon/Market: …………………………………………………………………..
q NON-‐ CUSTOMERS (“UNDERDOGS”) o Profitable o Break-‐even o Unprofitable
The image cannot be displayed. Your computer may not have enough memory to open the image, or the
Blue Ocean Product/Service
Why? How?
Why? How?
Why? How?
INDIRECT COMPETITORS (Peripheral/Adjacent Industries: AlternaZves/Value Chain Complements)
Diffusion (Word-‐of-‐mouth) PotenZal = Delighters + SaZsfiers -‐ DissaZsfiers
The image cannot be
CUSTOMER ACQUISITION PYRAMID: Reconstruct Red Ocean Boundaries
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Industry/Market/Customer Goal (Job To Get Done): To experience live entertainment
Health Model Yacht 1.0
ELEMENT ICON DESCRIPTION SYMBOL THEME:
PATIENT TYPE PT
TREATMENT T
CHANNEL CH/CR
GOAL/JOB JTGD
PROBLEM Prob
VALUE VP
INPUT KP
INTERNAL RESOURCES
KR
PROCESS KA
SOLUTION Soln
#HMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
1
2
3
4
5
6
8
7
9
10
Periodic Table of Health Model Elements: 10 QuesHons For Discovering & EliminaHng Health Problems 1 2 3 4 5
ELEMENT ICON DESCRIPTION SYMBOL QUESTION
PATIENT TYPE PT Who is the paTent?
TREATMENT T What is the treatment/tool/medicine?
CHANNEL CH/CR How is treatment/tool/medicine delivered to customer?
GOAL/JOB JTGD What is the paTent’s main goal (Job To Get Done: Physical/Intellectual/EmoTonal/Spiritual Hierarchy)?
PROBLEM Prob What are problems/pains/barriers/obstacles?
VALUE VP What is the big urgent problem/pain (soluTon/benefit)?
INPUT KP What are key inputs/partners?
INTERNAL RESOURCES
KR What are internal resources (people; infra’; technology)?
PROCESS KA What are key ac<vi<es or processes of the organiza<on?
SOLUTION Soln What are soluTons/gains/benefits?
#HMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
1
2
3
4
5
6
8
7
9
10
Periodic Table of Health Model Elements: 10 QuesHons For Discovering & EliminaHng Health Problems 1 2 3 4 5
#VCYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Value Engine
(ProposiHon/Strategy)
DELIGHT (STREAMS)
PAIN (STRUCTURE)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
WELLNESS (HAPPINESS)
#VCYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
Value Engine
(ProposiHon/Strategy)
PaTent Type
Processes/ AcTviTes
Internal Resources
Inputs/ Partners
Channels & RelaTon-‐ ships
Treatment/Tool/Medicine
DELIGHT (STREAMS)
PAIN (STRUCTURE)
Industry/Market/Customer Goal (Job To Get Done): ………………………………..…………………. 1 2 3 4 5
(To Do/Vision) (Done) (Doing)
WELLNESS (HAPPINESS)
#BMYacht. Dr. Rod King. [email protected] & h:p://businessmodels.ning.com & h:p://twi:er.com/RodKuhnKing
Problem Pain: (Un)Known
RED OCE
AN BLU
E OCEAN
SoluTon Gain: (Un)Known
What are soluTons/ gains/benefits?
Who is the paTent?
What are problems/ barriers/obstacles?
How is treatment/tool delivered to paTent?
What is the treatment/tool/ medicine?
What is the big urgent problem/pain (soluHon/benefit)?
What are key
acZviZes or processes of the
organiza-‐Zon?
What are internal resources (people;
infra’; tech-‐nology)?
What are key inputs/partners?
1
2
3
5
6
87 9
10
DELIGHT (STREAMS)
PAIN (STRUCTURE)
4Industry/Market/Customer Goal (Job To Get Done): ………………………………..………………….
1 2 3 4 5
(To Do/Vision) (Done) (Doing)
WELLNESS (HAPPINESS)
