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)
Recommended
