Visually Integrating Porter’s 5 Forces of Competition with the Business Model Canvas_rod_king
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ENVIRONMENT Global Business Model (GBM) Canvas: Bird’s Eye View Business Model Canvas Business Model Canvas & Environment The Above “Global Business Model (GBM) Canvas” is adapted from the Business Model Canvas (www.businessmodelgeneraEon.com ) and Is Licensed under the CreaEve Commons AIribuEonShareAlike 3.0 Unported License
description
The Business Model Canvas is a tool that illustrates how a business creates and delivers value as well as makes money. However, a Business Model Canvas presents a worm’s eye view of a business so that the context or Environment is not shown on the Business Model Canvas. Nevertheless, the Business Model Canvas (worm’s eye view) and Business Model Environment (bird’s eye view) can be presented on a single page; see page 201 of the book, “Business Model Generation” by Alexander Osterwalder and Yves Pigneur. In describing the Business Model Environment of the Business Model Canvas, the literature has focused on 4 “Global Forces” of the Macro-Environment: Industry Ecosystem (IE); Market Ecosystem (ME); Key Trends & Complementors (KTC); Macro-Economic Influencers (MEI). However, we have yet to come across a one-page worksheet that simultaneously illustrates the Business Model Canvas and Business Model Environment. Consequently, some people find it difficult to concurrently analyze the fitness between a business model and its environment. This presentation (http://goo.gl/1uinUW) uniquely presents a modular worksheet that contains the Business Model Canvas and Business Model Environment. Consequently, one can simultaneously analyze a business model and its global environment especially with a view to determining environmental fitness of a business model. Although its boundaries are fluid, the Business Model Environment largely acts as a constraint to the growth of a business model. According to “Constructionists,” a Business Model Environment mostly determines whether a nascent business model thrives or dies. However, “Reconstructionists” such as Blue Ocean Strategists believe that a Blue Ocean business model can create an uncontested market space and subsequently, redefine market boundaries and industries that make competitors irrelevant. To determine the chances of a business model thriving or dying in an existing industry (Red Ocean), it’s imperative to analyze industry attractiveness especially using Porter’s 5 Forces of Competition or “Industry Forces.” Industry Attractiveness Analysis can be enhanced by combining the diagram for Porter’s 5 Forces and the Business Model Canvas. Such an integrated diagram can be used to determine the competitive advantage of a business model. In the presentation below, a diagram is presented which seamlessly integrates Porter’s 5 Forces and the Business Model Canvas. The resulting one-page modular worksheet is referred to as the Global Business Model (GBM) Canvas. Note that GBM Canvas also refers to the one-page modular worksheet that combines the 4 Global Forces with the Business Model Canvas. The objective of a GBM Canvas is to provide a single page that facilitates seeing both the big picture and details of a business model. In summary, the GBM Canvas facilitates comprehensive internal and external analyses of a business model.
Transcript of Visually Integrating Porter’s 5 Forces of Competition with the Business Model Canvas_rod_king
ENVIRONMENT
Global Business Model (GBM) Canvas: Bird’s Eye View
Business Model Canvas
Business Model Canvas & Environment
The Above “Global Business Model (GBM) Canvas” is adapted from the Business Model Canvas (www.businessmodelgeneraEon.com) and Is Licensed under the CreaEve Commons AIribuEon-‐ShareAlike 3.0 Unported License
Global Business Model (GBM) Canvas: Worm’s Eye View Business Model Canvas
Source: Business Model Canvas (www.businessmodelgeneraEon.com) and Is Licensed under the CreaEve Commons AIribuEon-‐ShareAlike 3.0 Unported License
ENVIRONMENT
Global Business Model (GBM) Canvas: Eagle’s Eye View Business Model Canvas & Environment
The Above “Global Business Model (GBM) Canvas” is adapted from the Business Model Canvas (www.businessmodelgeneraEon.com) and Is Licensed under the CreaEve Commons AIribuEon-‐ShareAlike 3.0 Unported License
W: W
EAKN
ESSES (-‐)
S: STR
ENGTH
S (+)
O: OPPORTUNITIES (+)
T: THREATS (-‐) The Above “Global Business Model (GBM) Canvas” is adapted from the Business Model Canvas (www.businessmodelgeneraEon.com)
and Is Licensed under the CreaEve Commons AIribuEon-‐ShareAlike 3.0 Unported License
Global Business Model (GBM) Canvas: Eagle’s Eye View Business Model Canvas & Global Environment (Value & SWOT Analysis)
E: Elim
inate
I: Increase
C: Create
R: Reduce The Above “Global Business Model (GBM) Canvas” is adapted from the Business Model Canvas (www.businessmodelgeneraEon.com)
and Is Licensed under the CreaEve Commons AIribuEon-‐ShareAlike 3.0 Unported License
Global Business Model (GBM) Canvas: Eagle’s Eye View Business Model Canvas & Global Environment (“E.R.I.C.” Value Innova<on Tac<cs)
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED (-‐/+)
Macro-‐Economic Influencers (MEI): Global Economy The Above “Global Business Model (GBM) Canvas” is adapted from the Business Model Canvas (www.businessmodelgeneraEon.com)
and Is Licensed under the CreaEve Commons AIribuEon-‐ShareAlike 3.0 Unported License
Global Business Model (GBM) Canvas: Eagle’s Eye View Business Model Canvas & Global Environment (4 Global Environment Forces for External Fitness Analysis)
Bargaining Pow
er of Sup
pliers
Bargaining Pow
er of C
ustomers
Threat of New Entrants
Threat of SubsNtute Products or Services
Business Model Canvas & Industry Environment (Porter’s 5 Forces for Industry Profitability & Fitness Analysis)
The Above “Global Business Model (GBM) Canvas” is adapted from the Business Model Canvas (www.businessmodelgeneraEon.com) and Is Licensed under the CreaEve Commons AIribuEon-‐ShareAlike 3.0 Unported License
Global Business Model (GBM) Canvas: Eagle’s Eye View
Global Business Model (GBM) Canvas: Fractal Hierarchy for Determining Business Model Fitness
Environment
Business Model Canvas
World (Global)
NaNon (Economy/ Value Network)
Industry
Sector (Locality/Supply Chain)
Region
Supp
liers
Custom
ers
SubsLtutes (In/Direct CompeEtors)
New Entrants (PotenEal CompeEtors)
W: W
EAKN
ESSES (-‐)
S: STR
ENGTH
S (+)
O: OPPORTUNITIES (+)
T: THREATS (-‐) #VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Global Business Model (GBM) Canvas: Fractal Hierarchy for Determining Business Model Fitness
Environment
Business Model Canvas
World (Global)
NaNon (Economy/ Value Network)
Industry
Sector (Locality/Supply Chain)
Region
Supp
liers
Custom
ers
SubsLtutes (In/Direct CompeEtors)
New Entrants (PotenEal CompeEtors)
Macro-‐Economic Forces (MEF): Global Economy
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Example Global Business Model (GBM)
Canvas For
Startup
Example Global Business Model (GBM)
Canvas For
Startup
WHAT to change?
TO WHAT to change?
HOW to change?
WHY change?
Google Glass
#VPGen. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & hTp://twiTer.com/RodKuhnKing
3-‐ACT CHANGE MANAGEMENT QUESTIONS FOR GOOGLE GLASS Visual Change Management for Dream ValidaEon TesEng
Disrup<on Spot
Luxury Spot
Strategic Choice
Netbook
Laptop Computer Wearable Computer/ SmartPhone
Desktop Computer
Tablet Computer
OVERVIEW OF COMPUTING TOOLS
Trade-‐off Map of Performance vs. Size
(-‐): PAIN: Size (Cost)
(+): DELIGHT: Performance
(Power; VersaLlity)
Key Profitable Tool Unprofitable Tool
“Insane” Happiness (Value) Ideal Final Result (IFR) Infinite Shared Happiness “Invisible Hand”
#VPGen. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & hTp://twiTer.com/RodKuhnKing
Market Segment (Job-‐To-‐Get-‐Done/Goal; Product/Tool): Record, Organize, Manage, and/or Evaluate InformaEon
ENVIRONMENT
Business Model Canvas For Google Glass
Global Business Model (GBM) Canvas: Bird’s Eye View Business Model Canvas & Environment
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
ENVIRONMENT
Global Business Model (GBM) Canvas: Bird’s Eye View Business Model Canvas & Environment
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Key AcNviNes (KA)
Key Partners (KP)
Key Resources (KR)
Customer Segments
(CS)
Pain: Cost Structure (C$)
Delight: Revenue Streams (R$)
Channels (CH)
Customer RelaNonships
(CR)
(-‐) (+)
Value ProposiNon
(VP)
The Above “Global Business Model (GBM) Canvas” is adapted from the Business Model Canvas (www.businessmodelgeneraEon.com) and Is Licensed under the CreaEve Commons AIribuEon-‐ShareAlike 3.0 Unported License
ENVIRONMENT
Global Business Model (GBM) Canvas: Eagle’s Eye View Business Model Canvas & Environment
Key AcNviNes (KA)
q Closed/Open/ Co-‐InnovaLon
q Prototyping q Viral MarkeLng q Story Mngt.
Key Partners (KP)
q OEM Manufac-‐turers
Venture Capitalists q KPCB
q Andersen Horowitz
App Developers q “Explorers” q NY Times Android Carriers
Key Resources (KR)
Google’s q Team/Mngt/
Brand/IP q IT Infra’; Tech. q FaciliLes
Customer Segments
(CS) q Luxury users
who consider pocket or desktop computers as “bulky”
q App Developers
q Professionals such as in Security
Job To Be Done?
Pain: Cost Structure (C$): Supplies; Staff; FaciliLes; … q Weaknesses: hard to fold or store; short baIery life; high cost (price) q Threats: social discomfort; switching costs;
privacy concerns
Delight: Revenue Streams (R$): US$1,500 per item
q Strengths: instantly accessible smartphone funcEonaliEes; could be hands-‐free
q OpportuniNes: killer apps; first mover ad-‐ vantage; creaEon of a “Blue Ocean” Industry
Channels (CH)
q Online
q Mail Delivery
q Retail Stores
Customer RelaNonships
(CR) q Community of
Early Adopters q PromoLon-‐
CompeLLons
(-‐)
q What & how does Google conNnuously learn (to create customers, profit or shared value)?
(+)
Value ProposiNon
(VP) q “Seamless &
Empowering” Computer/
Plagorm: -‐ Photo; Video;
Maps; Search; Internet … -‐ Jobs To Be Done
The Above “Global Business Model (GBM) Canvas” is adapted from the Business Model Canvas (www.businessmodelgeneraEon.com) and Is Licensed under the CreaEve Commons AIribuEon-‐ShareAlike 3.0 Unported License
ENVIRONMENT
Global Business Model (GBM) Canvas: Eagle’s Eye View Business Model Canvas & Environment
Key AcNviNes (KA)
q Closed/Open/ Co-‐InnovaLon
q Prototyping q Viral MarkeLng q Story Mngt.
Key Partners (KP)
q OEM Manufac-‐turers
Venture Capitalists q KPCB
q Andersen Horowitz
App Developers q “Explorers” q NY Times Android Carriers
Key Resources (KR)
Google’s q Team/Mngt/
Brand/IP q IT Infra’; Tech. q FaciliLes
Customer Segments
(CS) q Luxury users
who consider pocket or desktop computers as “bulky”
q App Developers
q Professionals such as in Security
Job To Be Done?
Pain: Cost Structure (C$): Supplies; Staff; FaciliLes; … q Weaknesses: hard to fold or store; short baIery life; high cost (price) q Threats: social discomfort; switching costs;
privacy concerns
Delight: Revenue Streams (R$): US$1,500 per item
q Strengths: instantly accessible smartphone funcEonaliEes; could be hands-‐free
q OpportuniNes: killer apps; first mover ad-‐ vantage; creaEon of a “Blue Ocean” Industry
Channels (CH)
q Online
q Mail Delivery
q Retail Stores
Customer RelaNonships
(CR) q Community of
Early Adopters q PromoLon-‐
CompeLLons
(-‐)
q What & how does Google conNnuously learn (to create customers, profit or shared value)?
(+)
Value ProposiNon
(VP) q “Seamless &
Empowering” Computer/
Plagorm: -‐ Photo; Video;
Maps; Search; Internet … -‐ Jobs To Be Done
The Above “Global Business Model (GBM) Canvas” is adapted from the Business Model Canvas (www.businessmodelgeneraEon.com) and Is Licensed under the CreaEve Commons AIribuEon-‐ShareAlike 3.0 Unported License
Global Business Model (GBM) Canvas: Eagle’s Eye View
W: W
EAKN
ESSES (-‐)
S: STR
ENGTH
S (+)
O: OPPORTUNITIES (+)
T: THREATS (-‐)
Business Model Canvas & Global Environment (Value & SWOT Analysis)
Key AcNviNes (KA)
q Closed/Open/ Co-‐InnovaLon
q Prototyping q Viral MarkeLng q Story Mngt.
Key Partners (KP)
q OEM Manufac-‐turers
Venture Capitalists q KPCB
q Andersen Horowitz
App Developers q “Explorers” q NY Times Android Carriers
Key Resources (KR)
Google’s q Team/Mngt/
Brand/IP q IT Infra’; Tech. q FaciliLes
Customer Segments
(CS) q Luxury users
who consider pocket or desktop computers as “bulky”
q App Developers
q Professionals such as in Security
Job To Be Done?
Pain: Cost Structure (C$): Supplies; Staff; FaciliLes; … q Weaknesses: hard to fold or store; short baIery life; high cost (price) q Threats: social discomfort; switching costs;
privacy concerns
Delight: Revenue Streams (R$): US$1,500 per item
q Strengths: instantly accessible smartphone funcEonaliEes; could be hands-‐free
q OpportuniNes: killer apps; first mover ad-‐ vantage; creaEon of a “Blue Ocean” Industry
Channels (CH)
q Online
q Mail Delivery
q Retail Stores
Customer RelaNonships
(CR) q Community of
Early Adopters q PromoLon-‐
CompeLLons
(-‐)
q What & how does Google conNnuously learn (to create customers, profit or shared value)?
(+)
Value ProposiNon
(VP) q “Seamless &
Empowering” Computer/
Plagorm: -‐ Photo; Video;
Maps; Search; Internet … -‐ Jobs To Be Done
The Above “Global Business Model (GBM) Canvas” is adapted from the Business Model Canvas (www.businessmodelgeneraEon.com) and Is Licensed under the CreaEve Commons AIribuEon-‐ShareAlike 3.0 Unported License
Global Business Model (GBM) Canvas: Eagle’s Eye View
E: Elim
inate
I: Increase
C: Create
R: Reduce
Business Model Canvas & Global Environment (“E.R.I.C.” Value Innova<on Tac<cs)
Key AcNviNes (KA)
q Closed/Open/ Co-‐InnovaLon
q Prototyping q Viral MarkeLng q Story Mngt.
Key Partners (KP)
q OEM Manufac-‐turers
Venture Capitalists q KPCB
q Andersen Horowitz
App Developers q “Explorers” q NY Times Android Carriers
Key Resources (KR)
Google’s q Team/Mngt/
Brand/IP q IT Infra’; Tech. q FaciliLes
Customer Segments
(CS) q Luxury users
who consider pocket or desktop computers as “bulky”
q App Developers
q Professionals such as in Security
Job To Be Done?
Pain: Cost Structure (C$): Supplies; Staff; FaciliLes; … q Weaknesses: hard to fold or store; short baIery life; high cost (price) q Threats: social discomfort; switching costs;
privacy concerns
Delight: Revenue Streams (R$): US$1,500 per item
q Strengths: instantly accessible smartphone funcEonaliEes; could be hands-‐free
q OpportuniNes: killer apps; first mover ad-‐ vantage; creaEon of a “Blue Ocean” Industry
Channels (CH)
q Online
q Mail Delivery
q Retail Stores
Customer RelaNonships
(CR) q Community of
Early Adopters q PromoLon-‐
CompeLLons
(-‐)
q What & how does Google conNnuously learn (to create customers, profit or shared value)?
(+)
Value ProposiNon
(VP) q “Seamless &
Empowering” Computer/
Plagorm: -‐ Photo; Video;
Maps; Search; Internet … -‐ Jobs To Be Done
The Above “Global Business Model (GBM) Canvas” is adapted from the Business Model Canvas (www.businessmodelgeneraEon.com) and Is Licensed under the CreaEve Commons AIribuEon-‐ShareAlike 3.0 Unported License
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Macro-‐Economic Influencers (MEI): Global Economy
Key Trends & Complementors (KTC): PESTLIED (-‐/+)
Global Business Model (GBM) Canvas: Eagle’s Eye View Business Model Canvas & Global Environment (4 Global Environment Forces for External Fitness Analysis)
Key AcNviNes (KA)
q Closed/Open/ Co-‐InnovaLon
q Prototyping q Viral MarkeLng q Story Mngt.
Key Partners (KP)
q OEM Manufac-‐turers
Venture Capitalists q KPCB
q Andersen Horowitz
App Developers q “Explorers” q NY Times Android Carriers
Key Resources (KR)
Google’s q Team/Mngt/
Brand/IP q IT Infra’; Tech. q FaciliLes
Customer Segments
(CS) q Luxury users
who consider pocket or desktop computers as “bulky”
q App Developers
q Professionals such as in Security
Job To Be Done?
Pain: Cost Structure (C$): Supplies; Staff; FaciliLes; … q Weaknesses: hard to fold or store; short baIery life; high cost (price) q Threats: social discomfort; switching costs;
privacy concerns
Delight: Revenue Streams (R$): US$1,500 per item
q Strengths: instantly accessible smartphone funcEonaliEes; could be hands-‐free
q OpportuniNes: killer apps; first mover ad-‐ vantage; creaEon of a “Blue Ocean” Industry
Channels (CH)
q Online
q Mail Delivery
q Retail Stores
Customer RelaNonships
(CR) q Community of
Early Adopters q PromoLon-‐
CompeLLons
(-‐)
Macro-‐Economic Influencers (MEI)
Indu
stry Ecosystem
(IE): Sup
ply
(Sup
pliers of W
earable Co
mpu
ters)
Key Trends & Complementors (KTC) (Emergent Jobs To Be Done/Experiences)
q What & how does Google conNnuously learn (to create customers, profit or shared value)? Vuzix
Telepa
thy
Wearable (Ubiquitous/AR) CompuLng EvoluLon of Computers/Eyeglasses
Weak Global Economy
Sharing Economy
GlobalizaLon
Social Media/TV CollaboraLon
Gov.
“Outlier-‐Users”
of
Wearable Co
mpu
ters
Users
of
Non
-‐Wearable Co
mpu
ters
Apple
Sony
Health Sector Defense Sector OpposiLon Groups
DIY Economy
(+)
Value ProposiNon
(VP) q “Seamless &
Empowering” Computer/
Plagorm: -‐ Photo; Video;
Maps; Search; Internet … -‐ Jobs To Be Done
The Above “Global Business Model (GBM) Canvas” is adapted from the Business Model Canvas (www.businessmodelgeneraEon.com) and Is Licensed under the CreaEve Commons AIribuEon-‐ShareAlike 3.0 Unported License
Global Business Model (GBM) Canvas: Eagle’s Eye View Business Model Canvas & Global Environment (4 Global Environment Forces for External Fitness Analysis)
Market E
cosystem
(ME): D
eman
d (Id
eal Final Result: “Free, Perfect, N
ow”; Use Cases)
Key AcNviNes (KA)
q Closed/Open/ Co-‐InnovaLon
q Prototyping q Viral MarkeLng q Story Mngt.
Key Partners (KP)
q OEM Manufac-‐turers
Venture Capitalists q KPCB
q Andersen Horowitz
App Developers q “Explorers” q NY Times Android Carriers
Key Resources (KR)
Google’s q Team/Mngt/
Brand/IP q IT Infra’; Tech. q FaciliLes
Value ProposiNon
(VP) q “Seamless &
Empowering” Computer/
Plagorm: -‐ Photo; Video;
Maps; Search; Internet … -‐ Jobs To Be Done
Customer Segments
(CS) q Luxury users
who consider pocket or desktop computers as “bulky”
q App Developers
q Professionals such as in Security
Job To Be Done?
Channels (CH)
q Online
q Mail Delivery
q Retail Stores
Customer RelaNonships
(CR) q Community of
Early Adopters q PromoLon-‐
CompeLLons
(-‐)
Indu
stry Ecosystem
(IE): Sup
ply
(Sup
pliers of W
earable Co
mpu
ters)
Market E
cosystem
(ME): D
eman
d (Id
eal Final Result: “Free, Perfect, N
ow”; Use Cases)
Key Trends & Complementors (KTC) (Emergent Jobs To Be Done/Experiences)
Vuzix
Telepa
thy
Wearable (Ubiquitous/AR) CompuLng EvoluLon of Computers/Eyeglasses
Weak Global Economy
Sharing Economy Social Media/TV CollaboraLon
“Outlier-‐Users”
of
Wearable Co
mpu
ters
Apple
Sony
Health Sector OpposiLon Groups
DIY Economy
(+) Staffing Cost:
Customer AcquisiLon Cost:
Equipment/Infrastructure/Facility Cost:
DistribuLon/LogisLcs Cost:
Material/Info’ Cost:
Shared Value (PROFIT; Customer Experience)
Metrics Engagement:
AcLvaLon: RetenLon:
Revenue:
Referral:
AcquisiLon:
Macro-‐Economic Influencers (MEI) Gov. Defense Sector GlobalizaLon
Global Business Model (GBM) Canvas: Eagle’s Eye View Business Model Canvas & Global Environment (4 Global Environment Forces for External Fitness Analysis)
Users
of
Non
-‐Wearable Co
mpu
ters
The Above “Global Business Model (GBM) Canvas” is adapted from the Business Model Canvas (www.businessmodelgeneraEon.com) and Is Licensed under the CreaEve Commons AIribuEon-‐ShareAlike 3.0 Unported License
Key AcNviNes (KA)
q Closed/Open/ Co-‐InnovaLon
q Prototyping q Viral MarkeLng q Story Mngt.
Key Partners (KP)
q OEM Manufac-‐turers
Venture Capitalists q KPCB
q Andersen Horowitz
App Developers q “Explorers” q NY Times Android Carriers
Key Resources (KR)
Google’s q Team/Mngt/
Brand/IP q IT Infra’; Tech. q FaciliLes
Customer Segments
(CS) q Luxury users
who consider pocket or desktop computers as “bulky”
q App Developers
q Professionals such as in Security
Job To Be Done?
Pain: Cost Structure (C$): Supplies; Staff; FaciliLes; … q Weaknesses: hard to fold or store; short baIery life; high cost (price) q Threats: social discomfort; switching costs;
privacy concerns
Delight: Revenue Streams (R$): US$1,500 per item
q Strengths: instantly accessible smartphone funcEonaliEes; could be hands-‐free
q OpportuniNes: killer apps; first mover ad-‐ vantage; creaEon of a “Blue Ocean” Industry
Channels (CH)
q Online
q Mail Delivery
q Retail Stores
Customer RelaNonships
(CR) q Community of
Early Adopters q PromoLon-‐
CompeLLons
(-‐)
q What & how does Google conNnuously learn (to create customers, profit or shared value)?
(+)
Value ProposiNon
(VP) q “Seamless &
Empowering” Computer/
Plagorm: -‐ Photo; Video;
Maps; Search; Internet … -‐ Jobs To Be Done
The Above “Global Business Model (GBM) Canvas” is adapted from the Business Model Canvas (www.businessmodelgeneraEon.com) and Is Licensed under the CreaEve Commons AIribuEon-‐ShareAlike 3.0 Unported License
Bargaining Pow
er of Sup
pliers
Bargaining Pow
er of C
ustomers
Threat of New Entrants
Threat of SubsNtute Products or Services
Business Model Canvas & Industry Environment (Porter’s 5 Forces for Industry Profitability & Fitness Analysis)
Global Business Model (GBM) Canvas: Eagle’s Eye View
Key AcNviNes (KA)
q Closed/Open/ Co-‐InnovaLon
q Prototyping q Viral MarkeLng q Story Mngt.
Key Partners (KP)
q OEM Manufac-‐turers
Venture Capitalists q KPCB
q Andersen Horowitz
App Developers q “Explorers” q NY Times Android Carriers
Key Resources (KR)
Google’s q Team/Mngt/
Brand/IP q IT Infra’; Tech. q FaciliLes
Customer Segments
(CS) q Luxury users
who consider pocket or desktop computers as “bulky”
q App Developers
q Professionals such as in Security
Job To Be Done?
Pain: Cost Structure (C$): Supplies; Staff; FaciliLes; … q Weaknesses: hard to fold or store; short baIery life; high cost (price) q Threats: social discomfort; switching costs;
privacy concerns
Delight: Revenue Streams (R$): US$1,500 per item
q Strengths: instantly accessible smartphone funcEonaliEes; could be hands-‐free
q OpportuniNes: killer apps; first mover ad-‐ vantage; creaEon of a “Blue Ocean” Industry
Channels (CH)
q Online
q Mail Delivery
q Retail Stores
Customer RelaNonships
(CR) q Community of
Early Adopters q PromoLon-‐
CompeLLons
(-‐)
q What & how does Google conNnuously learn (to create customers, profit or shared value)?
(+)
Value ProposiNon
(VP) q “Seamless &
Empowering” Computer/
Plagorm: -‐ Photo; Video;
Maps; Search; Internet … -‐ Jobs To Be Done
The Above “Global Business Model (GBM) Canvas” is adapted from the Business Model Canvas (www.businessmodelgeneraEon.com) and Is Licensed under the CreaEve Commons AIribuEon-‐ShareAlike 3.0 Unported License
Bargaining Pow
er of Sup
pliers
Bargaining Pow
er of C
ustomers
Threat of New Entrants
Threat of SubsNtute Products or Services
Business Model Canvas & Industry Environment (Porter’s 5 Forces for Industry Profitability & Fitness Analysis)
Global Business Model (GBM) Canvas: Eagle’s Eye View
Vuzix Telepathy
Apple Sony
Past Reality Business Model
Present Reality Business Model
Future Reality Business Model
Global Business Model (GBM) Story for Google Glass
One-‐Page Business Profit Plan
Business Model (Canvas)
Business Model (Canvas)
Business Model (Canvas)
Industry Ecosystem
Market Ecosystem
Business Model (Canvas)
Macro-‐Economic Influencers
Key Trends & Complementors
Google Glass’s Mission/Vision/Purpose/Ideals/ Ideal Final Result For Business Model
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Strategy Short/Medium/Long-‐term
Past Reality Business Model
Present Reality Business Model
Future Reality Business Model
Global Business Model (GBM) Story for Google Glass
3-‐Act Change Management QuesEons
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Strategy
Short/Medium/Long-‐term
WHAT to change? TO WHAT to change?
WHY change?
HOW to change?
Appendix 1
Classic Value Chain (CVC) Canvas A HolisEc Approach to Value Chain and Industry AIracEveness Analyses
ENVIRONMENT
Classic Value Chain (CVC) Canvas: Bird’s Eye View
Classic Value Chain
Value Chain & Environment
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Classic Value Chain (CVC) Canvas: Worm’s Eye View Value Chain
Firm Infrastructure
Human Resource Management
Technology Development
Procurement
Inbound LogisNcs
OperaNons Outbound LogisNcs
MarkeNng & Sales
Service
Supp
ort
AcEviEes
Prim
ary
AcEviEes
PROFIT MARGIN
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Source: Porter, M. (1985) CompeEEve Advantage. New York: Free Press.
Classic Value Chain (CVC) Canvas: Worm’s Eye View Value Chain
Firm Infrastructure
Human Resource Management
Technology Development
Procurement
Inbound LogisNcs
OperaNons Outbound LogisNcs
MarkeNng & Sales
Service
Supp
ort
AcEviEes
Prim
ary
AcEviEes
PROFIT MARGIN
Classic Value Chain
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Source: Porter, M. (1985) CompeEEve Advantage. New York: Free Press.
Classic Value Chain (CVC) Canvas: Eagle’s Eye View Value Chain & Environment (Value & SWOT Analysis)
Firm Infrastructure
Human Resource Management
Technology Development
Procurement
Inbound LogisNcs
OperaNons Outbound LogisNcs
MarkeNng & Sales
Service
Supp
ort
AcEviEes
Prim
ary
AcEviEes
PROFIT MARGIN
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Classic Value Chain
W: W
EAKN
ESSES (-‐)
S: STR
ENGTH
S (+)
O: OPPORTUNITIES (+)
T: THREATS (-‐)
Classic Value Chain (CVC) Canvas: Eagle’s Eye View Value Chain & Environment (“E.R.I.C.” Value Innova<on Tac<cs)
Firm Infrastructure
Human Resource Management
Technology Development
Procurement
Inbound LogisNcs
OperaNons Outbound LogisNcs
MarkeNng & Sales
Service
Supp
ort
AcEviEes
Prim
ary
AcEviEes
PROFIT MARGIN
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Classic Value Chain
E: Elim
inate
I: In
crease
C: Create
R: Reduce
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED (-‐/+)
Macro-‐Economic Influencers (MEI): Global Economy
Classic Value Chain (CVC) Canvas: Eagle’s Eye View Value Chain & Global Environment (4 Global Environment Forces for External Fitness Analysis)
Firm Infrastructure
Human Resource Management
Technology Development
Procurement
Inbound LogisNcs
OperaNons Outbound LogisNcs
MarkeNng & Sales
Service
Supp
ort
AcEviEes
Prim
ary
AcEviEes
PROFIT MARGIN
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Classic Value Chain
Bargaining Pow
er of Sup
pliers
Bargaining Pow
er of C
ustomers
Threat of New Entrants
Threat of SubsNtute Products or Services
Value Chain & Industry Environment (Porter’s 5 Forces for Industry Profitability & Fitness Analysis)
Classic Value Chain (CVC) Canvas: Eagle’s Eye View
Firm Infrastructure
Human Resource Management
Technology Development
Procurement
Inbound LogisNcs
OperaNons Outbound LogisNcs
MarkeNng & Sales
Service
Supp
ort
AcEviEes
Prim
ary
AcEviEes
PROFIT MARGIN
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Classic Value Chain
Classic Value Chain (CVC) Canvas: Fractal Hierarchy for Determining Value Chain Fitness
Environment
Classic Value Chain
World (Global)
Industry
Sector (Locality/Supply Chain)
Region
Supp
liers
Custom
ers
SubsLtutes (In/Direct CompeEtors)
New Entrants (PotenEal CompeEtors)
NaNon (Economy/ Value Network)
W: W
EAKN
ESSES (-‐)
S: STR
ENGTH
S (+)
O: OPPORTUNITIES (+)
T: THREATS (-‐)
#VPGen. Dr. Rod King. [email protected] & hTp://businessmodels.ning.com & hTp://twiTer.com/RodKuhnKing
Classic Value Chain (CVC) Canvas: Fractal Hierarchy for Determining Value Chain Fitness
Environment
Classic Value Chain
World (Global)
Industry
Sector (Locality/Supply Chain)
Region
Supp
liers
Custom
ers
SubsLtutes (In/Direct CompeEtors)
New Entrants (PotenEal CompeEtors)
KEY: “PESTLIED” is an acronym for PoliLcal; Economic; Social; Technological; Legal; InternaLonal; Environmental; Demographic
Macro-‐Economic Forces (MEF): Global Economy
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
NaNon (Economy/ Value Network)
Past Reality Value Chain
Present Reality Value Chain
Future Reality Value Chain
Global Value Chain (GVC) Story
One-‐Page Business Profit Plan
Value Chain
Value Chain
Value Chain
Industry Ecosystem
Market Ecosystem
Value Chain
Macro-‐Economic Influencers
Key Trends & Complementors
Mission/Vision/Purpose/Ideals/ Ideal Final Result For Value Chain
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Strategy Short/Medium/Long-‐term
Past Reality Value Chain
Present Reality Value Chain
Future Reality Value Chain
Global Value Chain (GVC) Story
3-‐Act Change Management QuesEons
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Strategy
Short/Medium/Long-‐term
WHAT to change? TO WHAT to change?
WHY change?
HOW to change?
Appendix 2
Modern Value Chain (MVC) Canvas A HolisEc Approach to Value Chain and Industry AIracEveness Analyses
ENVIRONMENT
Modern Value Chain (MVC) Canvas: Bird’s Eye View
Modern Value Chain
Value Chain & Environment
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
ENVIRONMENT
Modern Value Chain (MVC) Canvas: Bird’s Eye View Value Chain & Environment
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Modern Value Chain (3-‐Act Business Model)
VALUE CREATION MODEL
VALUE PROPOSITION
MODEL
VALUE SHARING (PROFIT) MODEL
Create Value Deliver Value Share (Capture) Value CORE JOBS:
HOW? WHAT? WHY?
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
PROFIT MODEL
ENVIRONMENT
MODERN VALUE CHAIN (3-‐Act Business Model)
Value Chain & Environment
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
Inputs/Partners
Internal Resources
Processes/AcNviNes
Product/Value ProposiNon
Channels & RelaNonships
Customer/Job-‐To-‐Get-‐Done
Cost: (Structure/Metrics)
Revenue: (Streams/Metrics)
PROFIT
MODERN VALUE CHAIN (3-‐Act Business Model)
PROFIT MODEL
Value Chain (Blank)
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
Inputs/Partners q Inbound LogisEcs
Internal Resources q Firm Infrastructure q Human Resource Mngt q Technology Dev. q Procurement
Processes/AcNviNes q OperaEons
Product/Value ProposiNon
Channels & RelaNonships q Outbound LogisEcs q MarkeEng & Sales q Service
Customer/Job-‐To-‐Get-‐Done
Cost: (Structure/Metrics)
Revenue: (Streams/Metrics)
PROFIT q PROFIT MARGIN
PROFIT MODEL
Value Chain (ParEally Annotated) MODERN VALUE CHAIN (3-‐Act Business Model)
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
Inputs/Partners q Capital Requirements q Access to Inputs q DifferenLated Inputs q Volume of Inputs q Entry/Exit Barriers
Internal Resources q Economies of Scale q Brand IdenLty/Loyalty q Proprietary Learning Curve q Fixed Costs q (Over)Capacity
Processes/AcNviNes q Forward/Backward Linkage q Agility: Ability to Quickly
Retaliate/Respond/ Innovate
Product/Value ProposiNon q Product Design q Proprietary Product Differences q Product Quality/Reliability/… q No./Price/Growth of SubsLtutes q Switching Cost
Channels & RelaNonships q Access to DistribuLon
Customer/Job-‐To-‐Get-‐Done q Switching Cost q Propensity to SubsLtute/Switch q Customers’ No./ConcentraLon/
Order Volume/Price SensiLvity q Decision-‐maker’s IncenLves
Cost: (Structure/Metrics) q Cost (RelaLve to Total
Purchase)
Revenue: (Streams/Metrics) q Price q Benefits (ULlity)
PROFIT q Value Added
PROFIT MODEL
Value Chain (Bargaining Factors) MODERN VALUE CHAIN (Factors for Business Model Advantage)
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
VALUE CREATION MODEL: COST REDUCTION
VALUE PROPOSITION MODEL: REVENUE INCREASE
Inputs/Partners q Co-‐creaLon; Social Media q Open Source CollaboraLon q Crowd-‐funding/sourcing q FracLonalizaLon/Co-‐owner q Investor/Sponsor/Donor q Mergers & AcquisiLons
Internal Resources (Physical/Intellectual/EmoEonal/Spiritual Resources) q Creator; Broker; Landlord q Peer-‐to-‐Peer Plagorm q Facilitated Network q Patents (“Fences”; Barriers)
Processes/AcNviNes q OperaLonal Excellence; JIT q AutomaLon (Self-‐service/DIY) q GamificaLon; DigitalizaLon q Ecosystem Management q Problem Solving; ConsulLng q CompeLLve Strategies
Product/Value ProposiNon q Asset Sale/Direct Sale q Product Leadership/Extension q Used/2nd Hand Product; Bargain q CustomizaLon (Value Factors) q Bundling/Unbundling q Product/Sonware as a Service
Channels & RelaNonships q Offline/Online; (In)direct Sale q Franchise; Licensing; Affiliates q Distributor; Disintermediator q Ad Network; Brand MulLplier q AggregaLon/DisaggregaLon q AucLon/Reverse AucLon
Customer/Job-‐To-‐Get-‐Done q Customer InLmacy/Loyalty q B2B; B2C q Long Tail; Community (Hub) q Two-‐sided Market (Segments) q MulL-‐sided Market (Plagorm) q Luxury/Mass Market/Niche
Cost (Pain) q Outsourcing; SpecializaLon q Group Deals q Lending/RenLng/Leasing q Cross-‐subsidizaLon q FracLonalizaLon/Co-‐owner
Revenue (Delight) q Pre-‐payment; AmorLzaLon q Discount; Dynamic Pricing q Razor Blade (“Bait & Switch”) q Usage Fee; SubscripLon Fee q Tiered Payment; Freemium q DonaLon; Free
PROFIT (VALUE) q Shared Value (Profit) q Transient CompeLLve Adv. q Sustainable CompeLLve Adv. q Red Ocean; Low Cost/Margin q Blue Ocean; Luxury Spot q DisrupLve InnovaLon Spot
PROFIT MODEL: PROFIT INCREASE
Business Profit Management (PaIerns/TacEcs) 51 BUSINESS PROFIT PATTERNS
(Business Profit InnovaEon for CompeEEve Advantage)
ENVIRONMENT
Modern Value Chain (MVC) Canvas: Eagle’s Eye View Value Chain & Environment
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
PROFIT MODEL
MODERN VALUE CHAIN
Value Chain & Global Environment (Value & SWOT Analysis)
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Modern Value Chain (MVC) Canvas: Eagle’s Eye View
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
PROFIT MODEL
MODERN VALUE CHAIN
W: W
EAKN
ESSES (-‐)
S: STR
ENGTH
S (+)
O: OPPORTUNITIES (+)
T: THREATS (-‐)
Value Chain & Global Environment (“E.R.I.C.” Value Innova<on Tac<cs)
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Modern Value Chain (MVC) Canvas: Eagle’s Eye View
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
PROFIT MODEL
MODERN VALUE CHAIN
E: Elim
inate
I: In
crease
C: Create
R: Reduce
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED (-‐/+)
Macro-‐Economic Influencers (MEI): Global Economy
Value Chain & Global Environment (4 Global Environment Forces for External Fitness Analysis)
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Modern Value Chain (MVC) Canvas: Eagle’s Eye View
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
PROFIT MODEL
MODERN VALUE CHAIN
Bargaining Pow
er of Sup
pliers
Bargaining Pow
er of C
ustomers
Threat of New Entrants
Threat of SubsNtute Products or Services
Value Chain & Industry Environment (Porter’s 5 Forces for Industry Profitability & Fitness Analysis)
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Modern Value Chain (MVC) Canvas: Eagle’s Eye View
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
PROFIT MODEL
MODERN VALUE CHAIN
Bargaining Pow
er of Sup
pliers
Bargaining Pow
er of C
ustomers
Threat of New Entrants
Threat of SubsNtute Products or Services
Value Chain & Industry Environment (Porter’s 5 Forces for Industry Profitability & Fitness Analysis)
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Modern Value Chain (MVC) Canvas: Eagle’s Eye View
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
Inputs/Partners
Internal Resources
Processes/AcNviNes
Product/Value ProposiNon
Channels & RelaNonships
Customer/Job-‐To-‐Get-‐Done
Cost: (Structure/Metrics) Revenue: (Streams/Metrics) PROFIT
PROFIT MODEL
Value Chain & Industry Environment (Porter’s 5 Forces for Industry Profitability & Fitness Analysis)
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Modern Value Chain (MVC) Canvas: Eagle’s Eye View
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
Inputs/Partners
Internal Resources
Processes/AcNviNes
Product/Value ProposiNon
Channels & RelaNonships
Customer/Job-‐To-‐Get-‐Done
Cost: (Structure/Metrics) Revenue: (Streams/Metrics) PROFIT
PROFIT MODEL
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED (-‐/+)
Macro-‐Economic Influencers (MEI): Global Economy
Value Chain & Industry Environment (“E.R.I.C.” Valua<on Innova<on Tac<cs)
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Modern Value Chain (MVC) Canvas: Eagle’s Eye View
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
Inputs/Partners
Internal Resources
Processes/AcNviNes
Product/Value ProposiNon
Channels & RelaNonships
Customer/Job-‐To-‐Get-‐Done
Cost: (Structure/Metrics) Revenue: (Streams/Metrics) PROFIT
PROFIT MODEL
E: Elim
inate
I: In
crease
C: Create
R: Reduce
Value Chain & Industry Environment (Value & SWOT Analysis)
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Modern Value Chain (MVC) Canvas: Eagle’s Eye View
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
Inputs/Partners
Internal Resources
Processes/AcNviNes
Product/Value ProposiNon
Channels & RelaNonships
Customer/Job-‐To-‐Get-‐Done
Cost: (Structure/Metrics) Revenue: (Streams/Metrics) PROFIT
PROFIT MODEL
W: W
EAKN
ESSES (-‐)
S: STR
ENGTH
S (+)
O: OPPORTUNITIES (+)
T: THREATS (-‐)
Value Chain & Industry Environment (Porter’s 5 Forces for Industry Profitability & Fitness Analysis)
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Modern Value Chain (MVC) Canvas: Eagle’s Eye View
VALUE CREATION MODEL
VALUE PROPOSITION MODEL
Inputs/Partners
Internal Resources
Processes/AcNviNes
Product/Value ProposiNon
Channels & RelaNonships
Customer/Job-‐To-‐Get-‐Done
Cost: (Structure/Metrics) Revenue: (Streams/Metrics) PROFIT
PROFIT MODEL
ENVIRONMENT
Modern Value Chain (MVC) Canvas: Fractal Hierarchy for Determining Value Chain Fitness
Environment
Modern Value Chain
World (Global)
Industry
Sector (Locality/Supply Chain)
Region
Supp
liers
Custom
ers
SubsLtutes (In/Direct CompeEtors)
New Entrants (PotenEal CompeEtors)
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
NaNon (Economy/ Value Network)
W: W
EAKN
ESSES (-‐)
S: STR
ENGTH
S (+)
O: OPPORTUNITIES (+)
T: THREATS (-‐)
Modern Value Chain (MVC) Canvas: Fractal Hierarchy for Determining Value Chain Fitness
Environment
Modern Value Chain
World (Global)
Industry
Sector (Locality/Supply Chain)
Region
Supp
liers
Custom
ers
SubsLtutes (In/Direct CompeEtors)
New Entrants (PotenEal CompeEtors)
KEY: “PESTLIED” is an acronym for PoliLcal; Economic; Social; Technological; Legal; InternaLonal; Environmental; Demographic
Macro-‐Economic Forces (MEF): Global Economy
Indu
stry Ecosystem
(IE): Sup
ply
Market E
cosystem
(ME): D
eman
d
Key Trends & Complementors (KTC): PESTLIED
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
NaNon (Economy/ Value Network)
Past Reality Value Chain
Present Reality Value Chain
Future Reality Value Chain
Global Value Chain (GVC) Story
One-‐Page Business Profit Plan
Value Chain
Value Chain
Value Chain
Industry Ecosystem
Market Ecosystem
Value Chain
Macro-‐Economic Influencers
Key Trends & Complementors
Mission/Vision/Purpose/Ideals/ Ideal Final Result For Value Chain
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Strategy Short/Medium/Long-‐term
Past Reality Value Chain
Present Reality Value Chain
Future Reality Value Chain
Global Value Chain (GVC) Story
4 Strategy-‐Focused QuesEons
#VPGen. Dr. Rod King. [email protected] & hUp://businessmodels.ning.com & hUp://twiUer.com/RodKuhnKing
Strategy
Short/Medium/Long-‐term
WHAT to change? TO WHAT to change?
WHY change?
HOW to change?
