Business Model Canvas

Thinking Different for Infinite Shared Happiness
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
EVERY OBJECT IN THE UNIVERSE IS A FASCINATING STORY AT PRESENT AND IN FUTURE
WHATS 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
BENEFITS OF THE BUSINESS DNA MAP

Thinking Different for Infinite Shared Happiness
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 Build/Increase Credibility Respect Cultural Identity
Visually Improve Branding Sales; Marketing Product Development Customer Development Organizational Alignment Employee Engagement
Visually Inspire; Motivate Persuade; Convince Understand; Learn Design; Analyze; Solve Problems Narrate; Tell; Show; Present Co-create Visually Reduce Information Overload Death By Bullet Points Conflicts (Wastes) in Meetings as well as Projects
ITENNSEL BENEFITS
OF THE BUSINESS DNA MAP:
Visually Create, Share, and Manage Business Stories in Space and Time
Visually Facilitate Collaboration; Co-creation Crowdsourcing; Networking Storytelling; Conversations Writing of Business Proposals
Visually Build/Enhance/Manage Knowledge; Holistic Thinking Holistic Problem Solving Creativity; Innovation Productivity; Performance
Visually Propose and Manage Changes Transformations Innovations Projects; Programs
STORY LOGIC OF THE BUSINESS DNA MAP: 3 Fundamental Building Blocks

Business DNA Question:
D
Stimulus
Helper (Product)
Protagonist (Customer)
Challenge/Problem/Need
Result
Response
Design
(How?)
Needs
(What?)
Aspirations
(Why?)
Copyright 2010. Dr. Rod King. rodkuhnking@sbcglobal.net & http://businessmodels.ning.com & http://twitter.com/RodKuhnKing
GENERAL LOGIC OF THE BUSINESS DNA MAP: 3 Fundamental Building Blocks

D
Stimulus
Product
Customers
Result
Response
Design
(How?)
Needs
(What?)
Aspirations
(Why?)
BUSINESS LOGIC OF THE BUSINESS DNA MAP

D
Offer/Positioning/Advertisements; PRODUCT DELIVERY/MAINTENANCE/COST
Product
Customers
Result
Feedback/Attention/Interaction/ Delight/Action/Trust/Love/Desire/Loyalty; ENQUIRY/ORDER/PAYMENT/REVENUE
Design
(How?)
Needs
(What?)
Aspirations
(Why?)
BUSINESS MODEL CANVAS
THE BUSINESS MODEL CANVAS

Source: http://en.wikipedia.org/wiki/Business_Model_Canvas
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.
THE BUSINESS MODEL CANVAS
It *Business Model Canvas+ assists firms in aligning their activities by illustrating potential trade-offs.
The Business Model Canvas was initially proposed by Alexander Osterwalder based on his earlier work on Business Model Ontology.
DELIGHT AND APPLICATIONS OF THE BUSINESS MODEL CANVAS

Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman.
Establish a Common Language for Business Model Innovation
Establish As Is and To Be Business Models Do Reality Check on and Clarify Existing Business Model Envision Innovative Business Models
Determine Shared Goals and Strategic Priorities in Business

Easily Illustrate the Financial Viability of a Business Model
Align Members of Leadership Team (For Instance, During Formation of New Non-profit Program) Help Government Organizations Adopt an Entrepreneurial Mindset
ITENNSEL
DELIGHT AND APPLICATIONS OF THE BUSINESS MODEL CANVAS
Show Members of a Team the Big Picture, Roles, and Interdependencies in a Project Think Holistically and Avoid Getting Stuck on Details of the Business
Assess Personal Business Model and Discover Opportunities
Design an Attractive Business Plan Translate Business Plans Into Business Processes and Activities for Implementation
Restructure Value Chain Especially By Offering New Value Propositions
Capture Ideas and Solutions for Projects
Design Future Organizational Structure of a Company
BUSINESS MODEL CANVAS: 9 Building Blocks

Source: http://en.wikipedia.org/wiki/Business_Model_Canvas (Alexander Osterwalder & Yves Pigneur)
ITENN
PAIN AND CRITICISMS OF THE BUSINESS MODEL CANVAS

Source: http://en.wikipedia.org/wiki/Business_Model_Canvas (Based on Prof. Dr. Mark von Rosings Critique)
*T}heory can't be applied to a full business model framework.
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 have a clear cause and effect linkage between the competencies, desired outcomes and measurements. The linkages among competences, measurements and results is not explicit. 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 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 consider the issue of performance measurements, which is vital for business modelling.
ITENNSEL
PAIN AND CRITICISMS OF THE BUSINESS MODEL CANVAS
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
100,000 ft
VISIONARY PERSPECTIVE OF BUSINESS MODEL CANVAS
BUSINESS DNA MAP FOR BUSINESS MODEL CANVAS Visionary Perspective

Supply Infrastructure
Demand Infrastructure
Offer
Profitability
Design
(How?)
Needs
(What?)
Aspirations
(Why?)
Source: Based on Osterwalder, A.; Pigneur, Y. (2009) Business Model Generation. Amsterdam: Modderman Drukwerk.
Example: VISIONARY BUSINESS MODEL (Plan/Future Story/Hypotheses) FOR BUSINESS MODEL GENERATION BOOK PROJECT D

N
Visionaries Game-changers Challengers Entrepreneurs Executives Consultants Academics Companies
Visual, Practical, and Beautiful Handbook for Business Model Innovators
Co-creation of a Potential Bestseller (with Names of Co-creators) Simpler Business Model Innovation
Personalized Books for Companies and their Customers
Eliminate complexity in visualizing business models
SUPPLY INFRASTRUCTURE
DEMAND INFRASTRUCTURE
OFFER/VALUE
Design
(How?)
Needs
(What?)
Aspirations
(Why?)
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? Stage in Lifecycle (S-Wave): Infancy Date: 2009 Business DNA Profitability (Storyboard)
Design
Needs
Aspirations
Inside the Enterprise - Product Development
Outside the Enterprise - Customer Development

Visionaries Game-changers Challengers Entrepreneurs Executives; Consultants Academics Companies
- Vision Management
Business Model Generation Visual, Practical, and book by Alexander OsterBeautiful Handbook for walder and Yves Pigneur Business Model Innovators
Personalized Books for Companies and their Customers Benefit or Revenue: (+)
Eliminate complexity in visualizing business models 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):
BUSINESS DNA MAP FOR SWOT ANALYSIS OF BUSINESS MODEL GENERATION PROJECT
Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry? Stage in Lifecycle (S-Wave): Infancy Date: 2009 Business DNA SWOT Analysis (Storyboard)
Business Model Generation book by Alexander Osterwalder and Yves Pigneur
Design
Needs
Aspirations

Visual, Practical, and Beautiful Handbook for Business Model Innovators

Visionaries Game-changers Challengers Entrepreneurs Executives; Consultants Academics Companies
- Vision Management
Personalized Books for Companies and their Customers CURRENT SITUATION S: Strengths W: Weaknesses FUTURE SITUATION O: Opportunities
Overall Strength: Overall Weakness: Overall Opportunity:
T: Threats
Overall Threat:
BALANCED SCORECARD PERSPECTIVES FOR BUSINESS MODEL GENERATION PROJECT

Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry? Stage in Lifecycle (S-Wave): Infancy Date: 2009 Business DNA Balanced Scorecard (Storyboard: Measures)
Business Model Generation book by Alexander Osterwalder and Yves Pigneur Financial (Investor) Perspective Customer Perspective Process Perspective To satisfy our shareholders and customers, what business processes must we excel at? To achieve our vision, how will we sustain our ability to change and improve? To achieve our vision, how should we appear to our customers?
Design
Needs
Aspirations

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

Visionaries; Game-changers Challengers; Entrepreneurs Executives; Consultants Academics; Companies
- Vision Management
Co-creation of a Potential Bestseller Business Model Innovation To succeed financially, how should we appear to our shareholders?
Employee (Learning) Perspective
50,000 ft
STRATEGIC PERSPECTIVE OF BUSINESS MODEL CANVAS
BUSINESS DNA MAP FOR BUSINESS MODEL CANVAS Strategic Perspective

A
Value Proposition (VP) Revenue (R$) Cost (C$)
Key Partnerships (KP)
Channels (CH)
Key Resources (KR)

Key Activities (KA)
Customer Relationships (CR)

Customer Segments (CS)
OFFER/VALUE
Design
(How?)
Needs
(What?)
Aspirations
(Why?)
Example: STRATEGIC BUSINESS MODEL (Plan/Future Story/Hypotheses) FOR BUSINESS MODEL GENERATION BOOK PROJECT D
Key Partnerships
- The Movement (Design) - Ning Platform; Amazon.com - 3rd Party Logistics Company
N
Channels
- Hub Members - Word of Mouth; Guerilla Mrktng - Businessmodel.com
A
Value Proposition
- Visual, Practical, and Beautiful Handbook for Business Model Innovators - Co-creation of a Potential Bestseller - Personalized Books for Companies and Their Customers - Bus. Model Inno
Key Resources
- Blog and Online Visibility - Business Model Hub - Powerful Methodology
Customer Relationships
- Businessmodelhub.com - Business Model Event (Amsterdam)
Customer Segments
- Visionaries; etc. - Entrepreneurs - Companies
Key Activities
- Content Production - Hub Management - Guerilla Mrktng
* Revenue * Cost
OFFER/VALUE
Design
(How?)
Needs
(What?)
Aspirations
(Why?)
Strategic Business DNA Dashboard for Business Model Generation Book

Business DNA Question: What are game-changing designs, needs, and aspirations for the business visualization industry?
BUSINESS DNA
D
Key Partners (KP)
Suppliers/ Inputs
DESIGN BLOCK (Inside the Enterprise)
NEEDS BLOCK (Outside the Enterprise)
N
GLOBAL ENVIRONMENT MAP: Business Model Environment (BME)
Market Forces Industry Forces Macroeconomic Forces Key Trends Royalties

SEMPORCES Genes (Universal System Logic)
Key Resources (KR)

Employee/ Actors/ Culture/IP Osterwalder & Pigneur Core Team Members Cocreators (Other Hub members) Machinery/ Props/ Infrastructure
Key Activities (KA)

Process/ Strategy/ Tactics Co-creation Of Bestseller Content Production; Hub Management Guerilla Marketing and Word of Mouth Customized Versions

Output: Product/ Service Visual, practical, and beautiful handbook Personalized books for companies and their customers Free/ Paid: Adv.
Channels
(CH) Retailers/ Channels/ Distributors Blog; Word-ofmouth by Hub members Websites Businessmod elgeneration; Amazon; Bookstores

Customers/ Audience
Business Model Generation Book
The Movement (Design) Ning.com Amazon. com 3rd Party Logistics
Visionaries Gamechangers Challengers Entrepreneurs Executives Consultants Academics Companies Hub Membership Fees
DELIGHT: Revenue (R$)
PAIN: Cost (C$)
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.
SWOT Analysis for Business Model Generation Book

BUSINESS DNA
D
Key Partners (KP)
Suppliers/ Inputs
N
Market Forces Industry Forces Macroeconomic Forces Key Trends

Key Resources (KR)

Key Activities (KA)

Process/ Strategy/ Tactics Co-creation Of Bestseller Content Production; Hub Management Guerilla Marketing and Word of Mouth

Output: Product/ Service Visual, practical, and beautiful handbook Personalized books for companies and their customers
Channels

Customers/ Audience
Visionaries Gamechangers Challengers Entrepreneurs Executives Consultants Academics Companies
S: Strengths
W: Weaknesses
O: Opportunities
T: Threats
Benchmarking for Business Model Generation Book

BUSINESS DNA
D
Key Partners (KP)
Suppliers/ Inputs
N
Five Forces of Competn Market Forces Industry Forces Macroeconomic Forces Key Trends

Key Resources (KR)

Employee/ Actors/ Culture/IP Content/ Publ. Deal Osterwalder & Pigneur Core Team Members Cocreators (Other Hub members) Machinery/ Props/ Infrastructure
Key Activities (KA)

Process/ Strategy/ Tactics Writing Co-creation Of Bestseller Content Production; Hub Management Guerilla Marketing and Word of Mouth

Output: Product/ Service Book Visual, practical, and beautiful handbook Personalized books for companies and their customers
Channels
(CH) Retailers/ Channels/ Distributors Publisher/ Retail Blog; Word-ofmouth by Hub members Websites Businessmod elgeneration; Amazon; Bookstores

Customers/ Audience
Traditional Book Publishing Business Model Generation Book
Good Publisher The Movement (Design) Ning.com Amazon. com 3rd Party Logistics
Readers Visionaries Gamechangers Challengers Entrepreneurs Executives Consultants Academics Companies
Delight: (+) Pain: (-)
Balanced Scorecard Perspectives for Business Model Generation Book

BUSINESS DNA
D
Key Partners (KP)
Suppliers/ Inputs
N

Key Resources (KR)

Key Activities (KA)


Channels

Customers/ Audience
Financial Perspective
Customer Persp.
Process Persp.
Learning Persp.
Business DNA Management for Business Model Generation Book

BUSINESS DNA
D
Key Partners (KP)
Suppliers/ Inputs
N

Key Resources (KR)

Key Activities (KA)


Channels

Customers/ Audience
MODEL (Plan)
PROTOTYPE (Do)
MEASURE (Check)
LEARN (Review)
Customer Development for Business Model Generation Book

BUSINESS DNA
D
Key Partners (KP)
Suppliers/ Inputs
N

Key Resources (KR)

Key Activities (KA)


Channels

Customers/ Audience
Customer Discovery
Cust. Validation
Cust. Creation
Company Building
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
D
Key Partners (KP)
Suppliers/ Inputs
N

Key Resources (KR)

Key Activities (KA)


Channels

Customers/ Audience
Week 1
Week 2
Week 3
Week
TEMPLATES
THE BUSINESS DNA MAP 100,000ft Classic Storyboard

D
Offer/Positioning/Advertisements; PRODUCT DELIVERY/MAINTENANCE/COST
Product/Solution
Customer Problems/Issues
Result
Feedback/Attention/Interaction/ Delight/Trust/Love/Desire/Loyalty; ENQUIRY/ORDER/PAYMENT/REVENUE
Design
(How?)
Needs
(What?)
Aspirations
(Why?)
Template: BUSINESS DNA DASHBOARD 100,000ft Swimlane Storyboard

Business DNA Question: Stage in Lifecycle (S-Wave): .............................. Business DNA Item (Storyboard) Date: ..
Design
Needs
Aspirations
- Vision Management
Template: BUSINESS DNA DASHBOARD for Profitability 100,000ft Grid Storyboard

Business DNA Question: Stage in Lifecycle (S-Wave): .............................. Business DNA Profitability (Storyboard)
Description
Date: ..
Design
Needs
Aspirations
- Vision Management
DELIGHT: Benefit or Revenue (+) PAIN: Cost (-) Value or Profit
Total Benefit or Revenue:
Total Cost:
Total Profit:
Template: SWOT ANALYSIS ON BUSINESS DNA DASHBOARD 100,000ft Grid Storyboard

Business DNA Question: Stage in Lifecycle (S-Wave): .............................. Business DNA SWOT Analysis (Storyboard)
Description
Date: ..
Design
Needs
A
Result
Aspirations
System
Supersystem (Environment)
CURRENT SITUATION
S: Strengths
Overall Strength:
W: Weaknesses FUTURE SITUATION O: Opportunities T: Threats
Overall Weakness: Overall Opportunity: Overall Threat:
Template: BALANCED SCORECARD PERSPECTIVES ON BUSINESS DNA DASHBOARD

Business DNA Question: Stage in Lifecycle (S-Wave): .............................. Business DNA Balanced Scorecard (Storyboard: Measures)
Description
Date: ..
Design
Needs
Aspirations
- Vision Management
Financial (Investor) Perspective Customer Perspective Process Perspective To satisfy our shareholders and customers, what business processes must we excel at? To achieve our vision, how will we sustain our ability to change and improve? To achieve our vision, how should we appear to our customers?
To succeed financially, how should we appear to our shareholders?
Employee (Learning) Perspective
Blank Template: Strategic Business DNA Dashboard 50,000ft

BUSINESS DNA
N
GLOBAL ENVIRONMENT MAP:
TOOL/MODEL:
Suppliers/ Inputs
Employee/ Actors/ Culture/IP
Machinery/ Props/ Infrastructure
Process/ Strategy/ Tactics
Output: Product/ Service
Retailers/ Channels/ Distributors
Customers/ Audience
Environment
Description
DELIGHT:
PAIN:
SHARED VALUE (PROPOSITION):
Strategic Business DNA Dashboard for Business Model Canvas

BUSINESS DNA
D
Key Partners (KP)
Suppliers/ Inputs
N

Key Resources (KR)

Employee/ Actors/ Culture/IP Machinery/ Props/ Infrastructure
Key Activities (KA)


Channels
(CH) Retailers/ Channels/ Distributors

Customers/ Audience
Description
DELIGHT: Revenue (R$)
PAIN: Cost (C$)
SHARED VALUE (PROPOSITION/VP):
SWOT Analysis on Strategic Business DNA Dashboard

BUSINESS DNA
D
Key Partners (KP)
Suppliers/ Inputs
N

Key Resources (KR)

Key Activities (KA)


Channels

Customers/ Audience
Description
S: Strengths
W: Weaknesses
O: Opportunities
T: Threats
Balanced Scorecard Perspectives on Strategic Business DNA Dashboard

BUSINESS DNA
D
Key Partners (KP)
Suppliers/ Inputs
N

Key Resources (KR)

Key Activities (KA)


Channels

Customers/ Audience
Description
Financial Perspective
Customer Persp. Process Persp. Learning Persp.
Business DNA Management on Strategic Business DNA Dashboard

BUSINESS DNA
D
Key Partners (KP)
Suppliers/ Inputs
N

Key Resources (KR)

Key Activities (KA)


Channels

Customers/ Audience
Description
MODEL (Plan)
PROTOTYPE (Do) MEASURE (Check) LEARN (Review)
Customer Development Phases on Strategic Business DNA Dashboard

BUSINESS DNA
D
Key Partners (KP)
Suppliers/ Inputs
N

Key Resources (KR)

Key Activities (KA)


Channels

Customers/ Audience
Description
Customer Discovery
Cust. Validation Cust. Creation Company Building
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
D
Key Partners (KP)
Suppliers/ Inputs
N

Key Resources (KR)

Key Activities (KA)


Channels

Customers/ Audience
Description
Week 1
Week 2 Week 3 Week
APPENDIX
THE ZOOMABLE BUSINESS DNA MAP: Examples

Tools for Business Model Visualization, Organization, Management, and Presentation
Level (Storyboard)
200,000ft 100,000ft (Visionary)
Description of Business DNA Map or Storyboard (Checklist)

Industry Value Chain Analysis (Genome); Business Value System (Network) Systems View of Business DNA Map; Key Functional Departments; Business DNA Dashboard; User-Centered Design; IDEOs Human Centered Design; Plan-As-You-Go; Lean Startup Strategy; Strategy Statement; Balanced Scorecard; Strategy Map; Four Box Model Framework; Lean Startup One Page Business Plan SEMPORCES Chain (Sequence of Genes); Business Model Canvas; Lean Canvas Enterprise Value Chain Customer Development Open Services Value Chain; Traditional Business Plan
No. of Main Topics

3
90,000ft 70,000ft 50,000ft (Strategic) 40,000ft 10,000ft (Tactical) 5,000ft
4 5 9 12 14 16
Overview: BUSINESS DNA DASHBOARD FOR ZOOMABLE BUSINESS MODEL CANVAS

Business DNA Question: Stage in Lifecycle (S-Wave): .............................. Business DNA Item (Storyboard)
Description
Date: ..
Design
Needs
Aspirations

Supply Infrastructure

Demand Infrastructure
- Vision Management
Offer
Value
VISIONARY Perspective - Visionary Business Model (Goals and Objectives) STRATEGIC Perspective - Business Model Canvas (Strategies; Hypotheses) OPERATIONAL Perspective - Business Model Scorecard (Key Performance Indicators) Partner Performance Resource Performance Activity Performance Customer Performance Offer Performance Financial Performance Key Partnerships (KP) Key Resources (KR) Key Activities (KA) Channels (CH) Customer Segments (CS) Customer Relationships (CR) Value Proposition (VP) Revenue Streams (R$) Cost Structure (C$) Product Customer Result
Four-Box Business Model on Strategic Business DNA Dashboard

BUSINESS DNA
D
Key Resources (1)
Suppliers/ Inputs
N
FOUR-BOX BUSINESS MODEL

Key Resources (2)

Key Activities
Key Resources (3)

Key Resources (4)

Retailers/ Channels/ Distributors Customers/ Audience
Description
PROFIT FORMULA
DELIGHT: Revenue PAIN: Cost
SHARED VALUE (PROPOSITION):
30 APPLICATIONS OF BUSINESS DNA MAP

Business Concept (Idea/Vision) Dev., Testing, and Validation Pitching of Business Projects One-Minute Business Model One-page Business Plan Strategy Mapping Value Curve Mapping Business Strategy Design:
Low Cost Strategy; Differentiation Strategy; Blue Ocean Strategy; Disruptive Innovation Strategy
Value Chain Modeling/Profiling Value Chain & Industry Analysis Value Chain Optimization Value Chain Innovation
Business Model Mapping & Analysis Business Model Innovation Business Value Engineering Financial Planning & Budgeting Process Mapping: SIPOC Root-cause Analysis Fishbone Diagramming Benchmarking
ITENN
BUSINESS DNA MAP:
A Platform for Universal Strategic Planning and Performance Management
Value Innovation: Products/Ads Visual Risk/SWOT Analysis
Environmental/Situational Description and Analysis Performance Management, for example, using the Balanced Scorecard Total Business Intelligence
Visual Project Management Wargaming
Trade-off Analysis
Conflict Resolution
Scenarios; Decision-making
Team/Personal Development
BUSINESS GENOME INDEX: A Periodic Table of Elements of Business Stories & Models
Business Genomics Ontology for Universal Strategic Management and Innovation
S
Suppliers/ Inputs
Partners (Suppliers/ Materials/ Info)
E
Employees/ Culture/ IP
M
Machinery/ Tools/ Facility
P
Processes/ Goals/ Strategies
Activities (Processes)
O
Implicit Shared Value Proposition
R
Retailers/ Distributors/ Channels
C
Customers/ Consumers (Care/Support)
E
Environment
Society GLOBAL ENV.
S
Shared Value
SHARED VALUE (VISION: Pain/ Delight)
Key Resources
Customer Relationship Management LOCAL ENVIRONMENT
CAPABILITIES: CORE COMPETENCIES
ENTERPRISE (BUSINESS SYSTEM)
D
Design SUPPLY CHAIN (VALUE CHAIN)
N
Needs COMPETITIVE FORCES OUTPUT EXTERNAL ENVIRONMENT
A
Aspiratns COMPETITIVE ADVANTAGE RESULT (Impacts/ Effects)
INPUT
PROCESSING
BUSINESS DNA GAME
BUSINESS GENOME INDEX (Business Genome Map/Business Semantic Web/Shared Value Model)

Business Model Canvas

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Thinking Different for Infinite Shared Happiness

A BUSINESS DNA MAP OF THE BUSINESS MODEL CANVAS

Dr. Rod Kuhn King

EVERY OBJECT IN THE UNIVERSE IS A FASCINATING STORY AT PRESENT AND IN FUTURE

WHATS YOUR FASCINATING STORY?

BUSINESS DNA MAP

THE BUSINESS DNA MAP

BENEFITS OF THE BUSINESS DNA MAP

Visually Propose and Manage Changes Transformations Innovations Projects; Programs

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

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

BUSINESS LOGIC OF THE BUSINESS DNA MAP

Feedback/Attention/Interaction/ Delight/Action/Trust/Love/Desire/Loyalty; ENQUIRY/ORDER/PAYMENT/REVENUE

BUSINESS MODEL CANVAS

THE BUSINESS MODEL CANVAS

THE BUSINESS MODEL CANVAS

DELIGHT AND APPLICATIONS OF THE BUSINESS MODEL CANVAS

Establish a Common Language for Business Model Innovation

Determine Shared Goals and Strategic Priorities in Business

Assess Personal Business Model and Discover Opportunities

Restructure Value Chain Especially By Offering New Value Propositions

Capture Ideas and Solutions for Projects

Design Future Organizational Structure of a Company

BUSINESS MODEL CANVAS: 9 Building Blocks

PAIN AND CRITICISMS OF THE BUSINESS MODEL CANVAS

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

Doesn't include corporate structure and responsibility

Doesn't include a representation of core differentiated and core competitive competencies

VISIONARY PERSPECTIVE OF BUSINESS MODEL CANVAS

BUSINESS DNA MAP FOR BUSINESS MODEL CANVAS Visionary Perspective

Visual, Practical, and Beautiful Handbook for Business Model Innovators

Personalized Books for Companies and their Customers

Eliminate complexity in visualizing business models

BUSINESS DNA MAP FOR PROFITABILITY OF BUSINESS MODEL GENERATION PROJECT

Inside the Enterprise - Product Development

Outside the Enterprise - Customer Development

Design Content Production Printing Distribution

Value or Profit (Margin)

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

Inside the Enterprise - Product Development

Outside the Enterprise - Customer Development

Overall Strength: Overall Weakness: Overall Opportunity:

BALANCED SCORECARD PERSPECTIVES FOR BUSINESS MODEL GENERATION PROJECT

Inside the Enterprise - Product Development

Outside the Enterprise - Customer Development

Employee (Learning) Perspective

STRATEGIC PERSPECTIVE OF BUSINESS MODEL CANVAS

BUSINESS DNA MAP FOR BUSINESS MODEL CANVAS Strategic Perspective

Key Partnerships (KP)

Key Resources (KR)

Customer Relationships (CR)

Strategic Business DNA Dashboard for Business Model Generation Book

DESIGN BLOCK (Inside the Enterprise)

NEEDS BLOCK (Outside the Enterprise)

BUSINESS MODEL CANVAS

Key Resources (KR)

Key Activities (KA)

Customer Relationships (CR)

Customer Segments (CS)

Business Model Generation Book

The Movement (Design) Ning.com Amazon. com 3rd Party Logistics

DELIGHT: Revenue (R$)

PAIN: Cost (C$)