ROUNDMAP BUSINESS ROADMAP€¦ · SUPPLY CHAIN ORCHESTRATION DEMAND CHAIN ORCHESTRATION BRAND...
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© COPYRIGHT PROTECTED 2014-2020 EDWIN KORVER - ROUNDMAP.COM CROSS-SILO BV - CROSS-SILO.COM ALL RIGHTS RESERVED BUSINESS DYNAMICS CUSTOMER DYNAMICS MARKET DYNAMICS I N C O M E S & O U T C O M E S CREATE VALUE DELIVER VALUE CAPTURE VALUE INPUTS & OUTPUTS IMPACT ROUNDMAP ™ SCOPE: To explain the scope of the ROUNDMAP we prefer to use Porter’s Generic Value Chain formula: Value Created + Captured -/- Cost of Creating that Value = Margin. ROUNDMAP focuses on the Customer Dynamics and the firm’s revenue model. SHORT DESCRIPTION TM BUSINESS MODEL MATRIX ™ TM ROUNDMAP ™ BUSINESS ROADMAP To explain the ROUNDMAP™ and its scope we’ve created a roadmap for Business Venture Design. Starting with a Base Plan that leads to a Game Plan which drives an Action Plan (compliant with Porter’s Value Chain). The Action Plan con- sists of three core components, represented by three ‘jars’ that behave like communicating vessels: what can be cap- tured as value, minus the cost of performing the value or- chestration, equals a firm’s operating margin. DIRECT DIVIDEND DEVELOP DESIGN DISCOVER SECONDARY ACTIVITIES - PRIMARY ACTIVITIES - Michael Porter’s Value Chain SERVICEABLE OBTAINABLE MARKET TOTAL ADDRESSABLE MARKET INBOUND LOGISTICS OPERATIONS OUTBOUND LOGISTICS INFRA RESOURCES TECHNOLOGY PRODUCEMENT MARKETING ACTIVITIES SALES ACTIVITIES SUCCESS ACTIVITIES DELIVERY ACTIVITIES SIGNALING SIGNALING SUPPLY SIDE DEMAND SIDE VALUE DELIVERY VALUE CAPTURE VALUE CREATION ONSTAGE COMPETITIVE ADVANTAGES DEPTH OF CUSTOMER ALIGNMENT BACKSTAGE COMPETITIVE ADVANTAGES DEPTH OF OPERATING ALIGNMENT STRENGTHS WEAKNESSES THREATS OPPORTUNITIES © COPYRIGHT PROTECTED 2014-2020 - ROUNDMAP.COM BUSINESS DYNAMICS CUSTOMER DYNAMICS MARKET DYNAMICS OPERATING LINE FRONT LINE ACTIVATION LINE OPS BUSINESS MODEL DYNAMICS ORGANIZATIONAL DYNAMICS BEHAVIORAL DYNAMICS OPERATIONAL DYNAMICS BUSINESS LINE CHANNEL DYNAMICS CUSTOMER LINE ADDED VALUE LINE TREND LINE CULTURE LINE CUSTOMER DEVELOPMENT METHOD VALUE CHAIN ORCHESTRATION SUPPLY CHAIN ORCHESTRATION DEMAND CHAIN ORCHESTRATION CUSTOMER INTENT BRAND INTENT CUSTOMER PERFORMANCE BUSINESS PERFORMANCE MARKET PERFORMANCE OPERATING RESULTS EXPENSES LINE COMMERCIAL RESULTS REVENUE LINE CUSTOMER INTELLIGENCE MARKET INTELLIGENCE BUSINESS INTELLIGENCE REVENUE GROWTH RATE SUPPLY CHAIN YIELD DEMAND CHAIN YIELD SHARE GROWTH RATE OUTPUT GROWTH RATE BASE PLAN GAME PLAN ACTION PLAN OUTCOMES RESULTS RETURNS RETURN ON VENTURE BOTTOM LINE STRUCTURES SYSTEMS RESOURCES CAPABILITIES FUNCTIONS PROCESSES PROCEDURES SERVICES PRODUCTS PROGRAMS PROJECTS What is a Value Chain? A value chain is a business model that describes the full range of activities needed to create a product or service. For companies that produce goods, a value chain comprises the steps that involve bringing a product from conception to distribution, and everything in between—such as procuring raw materials, manufacturing functions, and marketing activities. By conducting a value-chain analysis, by evaluating the detailed procedures involved in each step of its business, companies aim to increase efficiency. Source: https://www.investopedia.com/terms/v/valuechain.asp What is a Balanced Scorecard? A balanced scorecard is a strategic management performance metric used to identify and improve various internal business functions and their resulting external outcomes. Balanced scorecards are used to measure and provide feedback to organizations. Data collection is crucial to providing quantitative results as managers and executives gather and interpret the information and use it to make better decisions for the organization. Source: https://www.investopedia.com/terms/b/balancedscorecard.asp What is a SWOT Analysis? SWOT (strengths, weaknesses, opportunities, and threats) analysis is a framework used to evaluate a company's competitive position and to develop strategic planning. SWOT analysis assesses internal and external factors, as well as current and future potential. Source: https://www.investopedia.com/terms/s/swot.asp CUSTOMER FOCUS INTERNAL PROCESSES FINANCIAL PERSPECTIVE LEARNINGS KNOWLEDGE VISION PERSPECTIVE PERFM. OBJECTIVE MEASURE TARGET ACTUAL OWNER Leading to .. MISSION Creating .. STRENGTHS WEAKNESSES OPPORTUNITIES THREATS INTERNAL ORIGIN EXTERNAL ORIGIN HARMFUL HELPFUL S W O T NEW VENTURE IDEATION AND VALIDATION ROUNDMAP ™ BUSINESS ROADMAP IS THE VENTURE FEASIBLE, VIABLE, AND FULFILLING? IS THE PROPOSITION DESIRABLE, COMPETITIVE, AND DEFENSIBLE? RETHINK REDESIGN © COPYRIGHT PROTECTED 2014-2020 EDWIN KORVER - ROUNDMAP.COM CROSS-SILO BV - CROSS-SILO.COM ALL RIGHTS RESERVED VISION MISSION PURPOSE STRATEGY
Transcript of ROUNDMAP BUSINESS ROADMAP€¦ · SUPPLY CHAIN ORCHESTRATION DEMAND CHAIN ORCHESTRATION BRAND...
© COPYRIGHT PROTECTED 2014-2020 � EDWIN KORVER - ROUNDMAP.COM � CROSS-SILO BV - CROSS-SILO.COM � ALL RIGHTS RESERVED
BUSINESSDYNAMICS CUSTOMER
DYNAMICS
MARKETDYNAMICS
INCOMES & OUTCOMES
CREATEVALUE
DELIVERVALUE
CAPTUREVALUE
INPUTS & OUTPUTS IMPACTROUNDMAP™ SCOPE:
To explain the scope of the ROUNDMAPwe prefer to use Porter’s Generic ValueChain formula: Value Created + Captured-/- Cost of Creating that Value = Margin.
ROUNDMAP focuses on the CustomerDynamics and the firm’s revenue model.
SHORT DESCRIPTION �
TM
BUSINESSMODELMATRIX™
TMROUNDMAP™ BUSINESS ROADMAP�
To explain the ROUNDMAP™ and its scope we’ve created a
roadmap for Business Venture Design. Starting with a Base
Plan that leads to a Game Plan which drives an Action Plan
(compliant with Porter’s Value Chain). The Action Plan con-
sists of three core components, represented by three ‘jars’
that behave like communicating vessels: what can be cap-
tured as value, minus the cost of performing the value or-
chestration, equals a firm’s operating margin.
DIR
EC
TD
IVID
EN
DD
EV
ELO
PD
ES
IGN
DIS
CO
VE
R
SEC
ON
DA
RY
AC
TIV
ITIE
S
- PRIMARY ACTIVITIES -
Michael Porter’s Value Chain
SERVICEABLEOBTAINABLE
MARKET
TOTALADDRESSABLEMARKET
INBOUNDLOGISTICS
OPERATIONS
OUTBOUNDLOGISTICS
INFRA
RESOURCES
TECHNOLOGY
PRODUCEMENT
MARKETINGACTIVITIES
SALESACTIVITIES
SUCCESSACTIVITIES
DELIVERYACTIVITIES
SIGNALING SIGNALING
SUPPLY SIDE DEMAND SIDE
V A L U E D E L I V E R Y V A L U E C A P T U R EV A L U E C R E AT I O N
ONSTAGECOMPETITIVEADVANTAGES
DEPTH OFCUSTOMERALIGNMENT
BACKSTAGECOMPETITIVEADVANTAGES
DEPTH OFOPERATINGALIGNMENT
STRENGTHS
WEAKNESSES THREATS
OPPORTUNITIES
© COPYRIGHT PROTECTED 2014-2020 - ROUNDMAP.COM
BUSINESS DYNAMICS CUSTOMER DYNAMICS MARKET DYNAMICS
OPERATING LINE FRONT LINE ACTIVATION LINE
OPS
BUSINESS MODEL DYNAMICSORGANIZATIONAL DYNAMICS BEHAVIORAL DYNAMICS
OPERATIONAL DYNAMICS
BUSINESS LINE
CHANNEL DYNAMICS
CUSTOMER LINE
ADDED VALUE LINE TREND LINECULTURE LINE
CUSTOMER DEVELOPMENT METHOD
V A L U E C H A I N O R C H E S T R AT I O N
S U P P LY C H A I N O R C H E S T R AT I O N D E M A N D C H A I N O R C H E S T R AT I O N
C U S T O M E R I N T E N TB R A N D I N T E N T
CUSTOMER PERFORMANCEBUSINESS PERFORMANCE MARKET PERFORMANCE
OPERATING RESULTS
EXPENSES LINE
COMMERCIAL RESULTS
REVENUE LINE
CUSTOMER INTELLIGENCE MARKET INTELLIGENCEBUSINESS INTELLIGENCE
R E V E N U E G R O W T H R AT E
S U P P LY C H A I N Y I E L D D E M A N D C H A I N Y I E L D
S H A R E G R O W T H R AT EO U T P U T G R O W T H R AT E
BASE PLAN
GAME PLAN
ACTION PLAN
OUTCOMES
RESULTS
RETURNS RETURN ON VENTURE
BOTTOM LINE
STRUCTURES
SYSTEMS
RESOURCES
CAPABILITIES
FUNCTIONS
PROCESSES
PROCEDURES
SERVICES
PRODUCTS
PROGRAMS
PROJECTS
What is a Value Chain?A value chain is a business model that describes the full
range of activities needed to create a product or service.
For companies that produce goods, a value chain comprises
the steps that involve bringing a product from conception
to distribution, and everything in between—such as
procuring raw materials, manufacturing functions, and
marketing activities. By conducting a value-chain analysis,
by evaluating the detailed procedures involved in each step
of its business, companies aim to increase e�ciency.
Source: https://www.investopedia.com/terms/v/valuechain.asp
What is a Balanced Scorecard?A balanced scorecard is a strategic management performance
metric used to identify and improve various internal business
functions and their resulting external outcomes.
Balanced scorecards are used to measure and provide feedback
to organizations. Data collection is crucial to providing
quantitative results as managers and executives gather and
interpret the information and use it to make better decisions
for the organization.
Source: https://www.investopedia.com/terms/b/balancedscorecard.asp
What is a SWOT Analysis?SWOT (strengths, weaknesses, opportunities, and threats) analysis
is a framework used to evaluate a company's competitive position
and to develop strategic planning. SWOT analysis assesses internal
and external factors, as well as current and future potential.
Source: https://www.investopedia.com/terms/s/swot.asp
CUSTOMERFOCUS
INTERNALPROCESSES
FINANCIALPERSPECTIVE
LEARNINGSKNOWLEDGE
VISION
PERSPECTIVE PERFM. OBJECTIVE MEASURE TARGET ACTUAL OWNER
Leading to ..
MISSION Creating ..
STRENGTHS
WEAKNESSES
OPPORTUNITIES
THREATS
INTERNAL ORIGIN EXTERNAL ORIGIN
HA
RMFU
LH
ELPF
UL S
W
O
T
NEW VENTUREI D E AT I O N A N D V A L I D AT I O N
RO
UN
DM
AP
™ B
US
INE
SS
RO
AD
MA
P IS THE VENTUREFEASIBLE, VIABLE,AND FULFILLING?
IS THE PROPOSITIONDESIRABLE, COMPETITIVE,
AND DEFENSIBLE?
RETHINKREDESIGN
© COPYRIGHT PROTECTED 2014-2020 � EDWIN KORVER - ROUNDMAP.COM � CROSS-SILO BV - CROSS-SILO.COM � ALL RIGHTS RESERVED
VISION
MISSION PURPOSE
STRATEGY
