A Business DNA Map of the Business Model Canvas

A BUSINESS DNA MAP OF

THE BUSINESS MODEL CANVAS Towards a Unified Tool for

Business Model Innovation, Strategic Planning, and Performance Management

Dr. Rod Kuhn King

Thinking Different for Infinite Shared Happiness

EVERY OBJECT

IN

THE UNIVERSE

IS

A FASCINATING STORY

AT PRESENT AND IN FUTURE

WHAT’S

YOUR FASCINATING STORY?

BUSINESS DNA MAP

THE BUSINESS DNA MAP

IS

A VISUAL PLATFORM

FOR PRESENTING STORIES, MODELS, AND PROJECTS

ESPECIALLY IN

STRATEGIC MANAGEMENT,

BUSINESS STRATEGY,

AND

INNOVATION

ITENNSEL Visually Build/Increase Credibility Respect Cultural Identity

Visually Reduce Information Overload Death By ‘Bullet Points’ Conflicts (‘Wastes’) in Meetings as well as Projects

Visually Present or Articulate Business Ideas; Innovative Ideas Mission; Vision; Core Values Value Proposition; Elevator Speech Strategy Map; Strategic Statement Business/Strategic Plan; Brand Business Case: Success/Failure

Visually Facilitate Collaboration; Co-creation Crowdsourcing; Networking Storytelling; Conversations Writing of Business Proposals

Visually Propose and Manage Changes Transformations Innovations Projects; Programs

Visually Improve Branding Sales; Marketing Product Development Customer Development Organizational Alignment Employee Engagement

BENEFITS OF

THE BUSINESS DNA MAP: Visually Create, Share, and Manage Business Stories

in Space and Time

Visually Inspire; Motivate Persuade; Convince Understand; Learn Design; Analyze; Solve Problems Narrate; Tell; Show; Present Co-create

Visually Build/Enhance/Manage Knowledge; Holistic Thinking Holistic Problem Solving Creativity; Innovation Productivity; Performance

BENEFITS OF THE BUSINESS DNA MAP

Thinking Different for Infinite Shared Happiness

STORY LOGIC OF THE BUSINESS DNA MAP: 3 Fundamental Building Blocks

Business DNA Question: ………………………………………………………………………………………………………………………………

D A N

Copyright 2010. Dr. Rod King. [email protected] & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing

Aspirations (Why?)

Design (How?)

Needs (What?)

Result Helper (Product)

Protagonist (Customer)

Response

Stimulus

Challenge/Problem/Need

mailto:[email protected]

http://businessmodels.ning.com/

http://twitter.com/RodKuhnKing

GENERAL LOGIC OF THE BUSINESS DNA MAP: 3 Fundamental Building Blocks


D A N


Aspirations (Why?)

Design (How?)

Needs (What?)

Result Product Customers

Response

Stimulus




BUSINESS LOGIC OF THE BUSINESS DNA MAP


D A N


Aspirations (Why?)

Design (How?)

Needs (What?)

Result Product Customers

Feedback/Attention/Interaction/ Delight/Action/Trust/Love/Desire/Loyalty;

ENQUIRY/ORDER/PAYMENT/REVENUE

Offer/Positioning/Advertisements; PRODUCT DELIVERY/MAINTENANCE/COST




BUSINESS MODEL CANVAS


“It *Business Model Canvas+ assists firms in aligning their activities by illustrating potential trade-offs.”

THE BUSINESS MODEL CANVAS

“The Business Model Canvas

was initially proposed by Alexander Osterwalder based on his earlier work on Business Model Ontology.”

“The Business Model Canvas is a strategic management template for developing new or documenting existing business models.”

“It *Business Model Canvas+ is a visual chart with elements describing a firm's value proposition, infrastructure, customers, and finances.”


Source: http://en.wikipedia.org/wiki/Business_Model_Canvas




http://en.wikipedia.org/wiki/Business_Model_Canvas

ITENNSEL • Align Members of Leadership Team (For Instance, During Formation of New Non-profit Program) • Help Government Organizations Adopt an Entrepreneurial Mindset

• Show Members of a Team the Big Picture, Roles, and Interdependen- cies in a Project • Think Holistically and Avoid Getting Stuck on Details of the Business

Establish a Common Language for Business Model Innovation

• Design an Attractive Business Plan

• Translate Business Plans Into Business Processes and Activities for Implementation

• Restructure Value Chain Especially By Offering New Value Propositions • Design Future Organizational Structure of a Company

• Establish “As Is” and “To Be” Business Models • Do Reality Check on and Clarify Existing Business Model • Envision Innovative Business Models

DELIGHT AND APPLICATIONS OF


• Determine Shared Goals and Strategic Priorities in Business

• Easily Illustrate the Financial Viability of a Business Model

• Assess Personal Business Model and Discover Opportunities • Capture Ideas and Solutions for Projects

DELIGHT AND APPLICATIONS OF THE BUSINESS MODEL CANVAS

Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman.





ITENN

BUSINESS MODEL CANVAS: 9 Building Blocks

Source: http://en.wikipedia.org/wiki/Business_Model_Canvas (Alexander Osterwalder & Yves Pigneur)



ITENNSEL “Doesn't include a representation of the main business issues/pain points and thereby corporate weakness, which a holistic business model approach should include for they represent the threat to the company's business model.”

“Doesn't have a clear cause and effect linkage between the competencies, desired outcomes and measurements.” “The linkages among competences, measurements and results is not explicit.”

“*T}heory can't be applied to a full business model framework.”

“Doesn't consider the important issue of goal setting, which is critical for developing the business model.” “Doesn't include a representation of core differentiated and core competitive competencies …”

“Doesn't place enough emphasis on business model management and is thereby missing a continuous improvement and governance approach to the business model.”

“Doesn't include corporate structure and responsibility …”

“Doesn't include a representation of the main business goals, e.g. strategic business objectives, critical successfactors and key performance indicators, which a holistic business model approach should include.”

“Doesn't consider the issue of performance measurements, which is vital for business modelling.”

PAIN AND CRITICISMS OF THE BUSINESS MODEL CANVAS

Source: http://en.wikipedia.org/wiki/Business_Model_Canvas (Based on Prof. Dr. Mark von Rosing’s Critique)


PAIN AND CRITICISMS OF







VISIONARY PERSPECTIVE OF


100,000 ft

BUSINESS DNA MAP FOR BUSINESS MODEL CANVAS – Visionary Perspective


D A N


Aspirations (Why?)

Design (How?)

Needs (What?)

• Supply Infrastructure • Demand Infrastructure • Offer

• Profitability

Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk.




D A N


• Visual, Practical, and Beautiful Handbook for Business Model Innovators • Personalized Books for Companies and their Customers

• Co-creation of a Potential Bestseller (with Names of Co-creators)

• Simpler Business Model Innovation

Aspirations (Why?)

Design (How?)

Needs (What?)

• Visionaries • Game-changers • Challengers • Entrepreneurs • Executives • Consultants • Academics • Companies

Example: VISIONARY BUSINESS MODEL (Plan/Future Story/Hypotheses) FOR

“BUSINESS MODEL GENERATION” BOOK PROJECT


SUPPLY INFRASTRUCTURE DEMAND INFRASTRUCTURE OFFER/VALUE

Eliminate complexity in visualizing business models




http://www.google.com/imgres?imgurl=http://alexosterwalder.com/images/business_model_generation_cover_3d_small.jpg&imgrefurl=http://alexosterwalder.com/&usg=__QYHxkzJJq9R73L2u1PNaiFej8LM=&h=148&w=190&sz=24&hl=en&start=2&sig2=bkRHpyf4411qjSoigSMZUQ&zoom=1&tbnid=PjmVRDN3TwnWAM:&tbnh=80&tbnw=103&ei=BLuKTve9F62JsALG9fSyBA&prev=/search?q=business+model+generation&um=1&hl=en&sa=N&rlz=1T4HPNN_enUS317US317&tbm=isch&um=1&itbs=1


Business DNA Profitability (Storyboard)

Design “Inside the Enterprise” - Product Development

Needs “Outside the Enterprise” - Customer Development

Aspirations - Vision Management

“Business Model Generation” book by Alexander Oster-walder and Yves Pigneur

Benefit or Revenue: (+) • Hub Membership Fees • Advance/Post-Publication Sales • Free Section of Book • Fee for Customized Version • Royalties from Publishers

Total Benefit or Revenue:

Cost: (-)

• Design • Content Production • Printing • Distribution

Total Cost:

Value or Profit (Margin) Total Profit (Margin): Return On Investment (ROI):

A N

Stage in Lifecycle (S-Wave): Infancy Date: 2009

D


• Co-creation of a Potential Bestseller (with Names of Co-creators) • Simpler Business Model Innovation

BUSINESS DNA MAP FOR PROFITABILITY OF “BUSINESS MODEL GENERATION” PROJECT

Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry?


• Visionaries • Game-changers • Challengers • Entrepreneurs • Executives; Consultants • Academics • Companies

Eliminate complexity in visualizing business models





BUSINESS DNA MAP FOR SWOT ANALYSIS OF “BUSINESS MODEL GENERATION” PROJECT



Business DNA SWOT Analysis (Storyboard)





CURRENT SITUATION

S: Strengths Overall Strength:

W: Weaknesses Overall Weakness:

FUTURE SITUATION

O: Opportunities Overall Opportunity:

T: Threats Overall Threat:

A N


D



• Visionaries • Game-changers • Challengers • Entrepreneurs • Executives; Consultants • Academics • Companies

• Co-creation of a Potential Bestseller (with Names of Co-creators) • Simpler Business Model Innovation






Business DNA Balanced Scorecard (Storyboard: Measures)





Financial (Investor) Perspective

To succeed financially, how should we appear to our shareholders?

Customer Perspective

To achieve our vision, how should we appear to our customers?

Process Perspective

To satisfy our shareholders and customers, what business processes must we excel at?

Employee (Learning) Perspective

To achieve our vision, how will we sustain our ability to change and improve?

A N D

BALANCED SCORECARD PERSPECTIVES FOR “BUSINESS MODEL GENERATION” PROJECT



• Visual, Practical, and Beautiful Handbook for Business Model Innovators • Personalized Books for …

• Co-creation of a Potential Bestseller • Business Model Innova- tion

• Visionaries; Game-changers • Challengers; Entrepreneurs • Executives; Consultants • Academics; Companies





STRATEGIC PERSPECTIVE OF


50,000 ft

D A N


Aspirations (Why?)

Design (How?)

Needs (What?)

• Key Partnerships (KP)

• Key Resources (KR)

• Key Activities (KA)

• Channels (CH)

• Customer Relationships (CR)

• Customer Segments (CS)

• Value Proposition (VP) • Revenue (R$)

• Cost (C$)



BUSINESS DNA MAP FOR BUSINESS MODEL CANVAS – Strategic Perspective





D A N


Aspirations (Why?)

Design (How?)

Needs (What?)

• Key Partnerships - The Movement (Design) - Ning Platform; Amazon.com - 3rd Party Logistics Company

• Key Resources - Blog and Online Visibility - Business Model Hub - Powerful Methodology

• Key Activities - Content Production - Hub Management - Guerilla Mrktng

• Channels - Hub Members - Word of Mouth; Guerilla Mrktng - Businessmodel.com

• Customer Relationships - Businessmodelhub.com - Business Model Event (Amsterdam)

• Customer Segments - Visionaries; etc. - Entrepreneurs - Companies

• Value Proposition - Visual, Practical, and Beautiful Hand- book for Business Model Innovators - Co-creation of a Potential Bestseller - Personalized Books for Companies and Their Customers - Bus. Model Inno

* Revenue

* Cost



Example: STRATEGIC BUSINESS MODEL (Plan/Future Story/Hypotheses) FOR

“BUSINESS MODEL GENERATION” BOOK PROJECT






Strategic Business DNA Dashboard for “Business Model Generation” Book


BUSINESS DNA

DESIGN BLOCK (Inside the Enterprise)

NEEDS BLOCK (Outside the Enterprise)


Key Partners

(KP)

Key Resources

(KR)

Key Activities

(KA)

Customer Relation-ships (CR)

Channels

(CH)

Customer Segments

(CS)

GLOBAL ENVIRON-

MENT MAP: Business Model

Environment (BME)

“SEMPORCES” Genes (Universal System Logic)

Suppliers/ Inputs

Employee/ Actors/ Culture/IP

Machinery/ Props/ Infrastructure

Process/ Strategy/ Tactics

Output: Product/ Service

Retailers/ Channels/ Distributors

Customers/ Audience

“Business Model Generation” Book

The Move-ment (Design) Ning.com Amazon. com 3rd Party Logistics

Osterwal-der & Pigneur Core Team Members Co-creators (Other Hub members)

Co-creation Of Bestseller Content Production; Hub Man-agement Guerilla Marketing and Word of Mouth

Visual, practical, and beauti-ful handbook Personalized books for companies and their customers

Blog; Word-of-mouth by Hub members Websites Businessmodelgeneration; Amazon; Bookstores

Visionaries Game-changers Challengers Entrepreneurs Executives Consultants Academics Companies

Market Forces Industry Forces Macro-economic Forces Key Trends

DELIGHT: Revenue (R$)

Customized Versions

Free/ Paid: Adv.

Hub Member-ship Fees

Royalties

PAIN: Cost (C$)

Design Printing Content Production

Distribution

SHARED VALUE (PROPOSITION/VP): Co-creation of Potential Bestseller (Contains Co-creators); Simpler Business Model Innovation

Source of Information: Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam.

D

A

N





SWOT Analysis for “Business Model Generation” Book


BUSINESS DNA




Key Partners

(KP)

Key Resources

(KR)

Key Activities

(KA)


Channels

(CH)

Customer Segments

(CS)

GLOBAL ENVIRON-


Environment (BME)


Suppliers/ Inputs






Customers/ Audience









S: Strengths

W: Weaknesses

O: Opportunities

T: Threats

D

A

N






Benchmarking for “Business Model Generation” Book


BUSINESS DNA




Key Partners

(KP)

Key Resources

(KR)

Key Activities

(KA)


Channels

(CH)

Customer Segments

(CS)

GLOBAL ENVIRON-


Environment (BME)


Suppliers/ Inputs






Customers/ Audience

Traditional Book Publishing

Good Publisher

Content/ Publ. Deal

Writing Book Publisher/ Retail

Readers ‘Five Forces’ of Competn









Delight: (+)

Pain: (-)

D

A

N






Balanced Scorecard Perspectives for “Business Model Generation” Book


BUSINESS DNA




Key Partners

(KP)

Key Resources

(KR)

Key Activities

(KA)


Channels

(CH)

Customer Segments

(CS)

GLOBAL ENVIRON-


Environment (BME)


Suppliers/ Inputs






Customers/ Audience









Financial Perspective

Customer Persp.

Process Persp.

Learning Persp.

D

A

N






Business DNA Management for “Business Model Generation” Book


BUSINESS DNA




Key Partners

(KP)

Key Resources

(KR)

Key Activities

(KA)


Channels

(CH)

Customer Segments

(CS)

GLOBAL ENVIRON-


Environment (BME)


Suppliers/ Inputs






Customers/ Audience









MODEL (Plan)

PROTOTYPE (Do)

MEASURE (Check)

LEARN (Review)

D

A

N






Customer Development for “Business Model Generation” Book


BUSINESS DNA




Key Partners

(KP)

Key Resources

(KR)

Key Activities

(KA)


Channels

(CH)

Customer Segments

(CS)

GLOBAL ENVIRON-


Environment (BME)


Suppliers/ Inputs






Customers/ Audience









Customer Discovery

Cust. Validation

Cust. Creation

Company Building

D

A

N

Source of Customer Development Phases : Blank, S. (2007) The Four Steps To The Epiphany. USA: Quad/Graphics.





Program for “Business Model Generation” Book


BUSINESS DNA




Key Partners

(KP)

Key Resources

(KR)

Key Activities

(KA)


Channels

(CH)

Customer Segments

(CS)

GLOBAL ENVIRON-


Environment (BME)


Suppliers/ Inputs






Customers/ Audience









Week 1

Week 2

Week 3

Week …

D

A

N





TEMPLATES

THE BUSINESS DNA MAP – 100,000ft Classic Storyboard


D A N


Aspirations (Why?)

Design (How?)

Needs (What?)

Result

Feedback/Attention/Interaction/ Delight/Trust/Love/Desire/Loyalty;

ENQUIRY/ORDER/PAYMENT/REVENUE

Offer/Positioning/Advertisements; PRODUCT DELIVERY/MAINTENANCE/COST

Product/Solution Customer Problems/Issues




Template: BUSINESS DNA DASHBOARD – 100,000ft Swimlane Storyboard



Business DNA Item (Storyboard)




A N

Stage in Lifecycle (S-Wave): …………………………..............................…………… Date: ……………………………………..

D




Template: BUSINESS DNA DASHBOARD for Profitability – 100,000ft Grid Storyboard



Business DNA Profitability (Storyboard)




Description

DELIGHT: Benefit or Revenue (+)

Total Benefit or Revenue:

PAIN: Cost (-)

Total Cost:

Value or Profit Total Profit:

A N


D




Template: SWOT ANALYSIS ON BUSINESS DNA DASHBOARD – 100,000ft Grid Storyboard



Business DNA SWOT Analysis (Storyboard)

Design System

Needs Supersystem (Environment)

Aspirations Result

Description

CURRENT SITUATION

S: Strengths Overall Strength:

W: Weaknesses Overall Weakness:

FUTURE SITUATION

O: Opportunities Overall Opportunity:

T: Threats Overall Threat:

A N


D




Template: BALANCED SCORECARD PERSPECTIVES ON BUSINESS DNA DASHBOARD



Business DNA Balanced Scorecard (Storyboard: Measures)




Description

Financial (Investor) Perspective

To succeed financially, how should we appear to our shareholders?

Customer Perspective

To achieve our vision, how should we appear to our customers?

Process Perspective

To satisfy our shareholders and customers, what business processes must we excel at?

Employee (Learning) Perspective

To achieve our vision, how will we sustain our ability to change and improve?

A N


D





Blank Template: Strategic Business DNA Dashboard – 50,000ft


BUSINESS DNA



TOOL/MODEL: GLOBAL ENVIRON-

MENT MAP:

Environment “SEMPORCES” Genes (Universal System Logic)

Suppliers/ Inputs






Customers/ Audience

Description

DELIGHT:

PAIN:

SHARED VALUE (PROPOSITION):

D

A

N





Strategic Business DNA Dashboard for Business Model Canvas


BUSINESS DNA




Key Partners

(KP)

Key Resources

(KR)

Key Activities

(KA)


Channels

(CH)

Customer Segments

(CS)

GLOBAL ENVIRON-


Environment (BME)


Suppliers/ Inputs






Customers/ Audience

Description


DELIGHT: Revenue (R$)

PAIN: Cost (C$)

SHARED VALUE (PROPOSITION/VP):

D

A

N





SWOT Analysis on Strategic Business DNA Dashboard


BUSINESS DNA




Key Partners

(KP)

Key Resources

(KR)

Key Activities

(KA)


Channels

(CH)

Customer Segments

(CS)

GLOBAL ENVIRON-


Environment (BME)


Suppliers/ Inputs






Customers/ Audience

Description


S: Strengths

W: Weaknesses

O: Opportunities

T: Threats

D

A

N





Balanced Scorecard Perspectives on Strategic Business DNA Dashboard


BUSINESS DNA




Key Partners

(KP)

Key Resources

(KR)

Key Activities

(KA)


Channels

(CH)

Customer Segments

(CS)

GLOBAL ENVIRON-


Environment (BME)


Suppliers/ Inputs






Customers/ Audience

Description


Financial Perspective

Customer Persp.

Process Persp.

Learning Persp.

D

A

N





Business DNA Management on Strategic Business DNA Dashboard


BUSINESS DNA




Key Partners

(KP)

Key Resources

(KR)

Key Activities

(KA)


Channels

(CH)

Customer Segments

(CS)

GLOBAL ENVIRON-


Environment (BME)


Suppliers/ Inputs






Customers/ Audience

Description


MODEL (Plan)

PROTOTYPE (Do)

MEASURE (Check)

LEARN (Review)

D

A

N





Customer Development Phases on Strategic Business DNA Dashboard


BUSINESS DNA




Key Partners

(KP)

Key Resources

(KR)

Key Activities

(KA)


Channels

(CH)

Customer Segments

(CS)

GLOBAL ENVIRON-


Environment (BME)


Suppliers/ Inputs






Customers/ Audience

Description


Customer Discovery

Cust. Validation

Cust. Creation

Company Building

D

A

N

Source of Customer Development Phases : Blank, S. (2007) The Four Steps To The Epiphany. USA: Quad/Graphics.





Program for Strategic Business DNA Dashboard


BUSINESS DNA




Key Partners

(KP)

Key Resources

(KR)

Key Activities

(KA)


Channels

(CH)

Customer Segments

(CS)

GLOBAL ENVIRON-


Environment (BME)


Suppliers/ Inputs






Customers/ Audience

Description


Week 1

Week 2

Week 3

Week …

D

A

N




APPENDIX

THE ZOOMABLE BUSINESS DNA MAP: Examples

Tools for Business Model Visualization, Organization, Management, and Presentation


Level (Storyboard)

Description of Business DNA Map or Storyboard (Checklist)

No. of Main Topics

200,000ft Industry Value Chain Analysis (Genome); Business Value System (Network)

100,000ft (Visionary)

Systems View of Business DNA Map; Key Functional Departments; Business DNA Dashboard; User-Centered Design; IDEO’s Human Centered Design; Plan-As-You-Go; Lean Startup Strategy; Strategy Statement;

3

90,000ft Balanced Scorecard; Strategy Map; Four Box Model Framework; Lean Startup

4

70,000ft One Page Business Plan 5

50,000ft (Strategic)

SEMPORCES Chain (Sequence of Genes); Business Model Canvas; Lean Canvas

9

40,000ft Enterprise Value Chain 12

10,000ft (Tactical)

Customer Development 14

5,000ft Open Services Value Chain; Traditional Business Plan 16




Overview: BUSINESS DNA DASHBOARD FOR ZOOMABLE BUSINESS MODEL CANVAS



Business DNA Item (Storyboard)




Description

VISIONARY Perspective - Visionary Business Model (Goals and Objectives)

• Product • Customer • Result

STRATEGIC Perspective - Business Model Canvas (Strategies; Hypotheses)

• Key Partnerships (KP) • Key Resources (KR) • Key Activities (KA)

• Channels (CH) • Customer Segments (CS) • Customer Relationships (CR)

• Value Proposition (VP) • Revenue Streams (R$) • Cost Structure (C$)

OPERATIONAL Perspective - Business Model Scorecard (Key Performance Indicators)

• Partner Performance • Resource Performance • Activity Performance

• Customer Performance • Offer Performance

• Financial Performance

A N


D

Supply Infrastructure Demand Infrastructure Offer Value





Four-Box Business Model on Strategic Business DNA Dashboard


BUSINESS DNA



FOUR-BOX BUSINESS MODEL

Key Resources

(1)

Key Resources

(2)

Key Activities

Key Resources

(3)

Key Resources

(4)

GLOBAL ENVIRON-


Environment (BME)


Suppliers/ Inputs






Customers/ Audience

Description


DELIGHT: Revenue

PAIN: Cost

SHARED VALUE (PROPOSITION):

D

A

N

PR

OFI

T FO

RM

ULA




ITENN Strategy Mapping Value Curve Mapping

Business Strategy Design: Low Cost Strategy; Differentiation Strategy; Blue Ocean Strategy; Disruptive Innovation Strategy

Process Mapping: SIPOC

Root-cause Analysis

Fishbone Diagramming

Benchmarking

Business Concept (Idea/Vision) Dev., Testing, and Validation Pitching of Business Projects

One-Minute Business Model

One-page Business Plan

Environmental/Situational Description and Analysis Performance Management, for example, using the Balanced Scorecard Total Business Intelligence

Visual Project Management Wargaming

Scenarios; Decision-making Team/Personal Development

Value Chain Modeling/Profiling Value Chain & Industry Analysis

Value Chain Optimization

Value Chain Innovation

BUSINESS DNA MAP: A Platform for

Universal Strategic Planning and Performance Management

Business Model Mapping & Analysis

Business Model Innovation

Business Value Engineering

Financial Planning & Budgeting

Value Innovation: Products/Ads Visual Risk/SWOT Analysis

Trade-off Analysis

Conflict Resolution


30 APPLICATIONS OF BUSINESS DNA MAP






BUSINESS GENOME INDEX: A Periodic Table of Elements of Business Stories & Models

Business Genomics Ontology for Universal Strategic Management and Innovation

S E M P O R C E S Suppliers/ Inputs

Employees/ Culture/ IP

Machinery/ Tools/ Facility

Processes/ Goals/ Strategies


Retailers/ Distributors/ Channels

Customers/ Consumers (Care/Support)

Environ-ment

Shared Value

Partners (Suppliers/Materials/ Info)

Key Resources Activities (Processes)

Implicit Shared Value Proposition

Customer Relationship Management

Society SHARED VALUE (VISION: Pain/ Delight)

CAPABILITIES: CORE COMPETENCIES LOCAL ENVIRONMENT

GLOBAL ENV.

ENTERPRISE (BUSINESS SYSTEM)

Design

Needs

Aspiratns

SUPPLY CHAIN (VALUE CHAIN)

COMPETI-TIVE FORCES

COMPE-TITIVE ADVAN-TAGE

INPUT PROCESSING OUTPUT EXTERNAL ENVIRONMENT RESULT (Impacts/ Effects) BUSINESS DNA GAME

BUSINESS GENOME INDEX (Business Genome Map/Business Semantic Web/Shared Value Model)

D N A




http://www.fundraw.com/clipart/images/00004325




Education

A Business DNA Map of the Business Model Canvas