It is a truism that organizations that survive and prosper are those that discover and solve customer problems better, faster, and cheaper. This presentation introduces a fun tool, the Value Chain (VC) Yacht, that enables startups as well as established organizations to discover and solve problems better, faster, and cheaper. The VC Yacht is an extremely versatile tool for problem finding and solving. The VC Yacht can be used to illustrate, derive, explain, and apply over 40 tools that are used for finding and solving problems. http://goo.gl/b5FGHZ

1.
Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
Method
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing

2.
Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
Method
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Where
currently
are
we?
Where
must
we
go?
How
must
we
get
there?
Problem
Pain:
(Un)Known

3.
Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
Method
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Where
currently
are
we?
Where
must
we
go?
Problem
Pain:
(Un)Known

4.
Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
Method
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Where
currently
are
we?
Where
must
we
go?
Problem
Pain:
(Un)Known

5.
Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
Method
System
Structure
Performance
Structure
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Where
currently
are
we?
Where
must
we
go?
Problem
Pain:
(Un)Known

6.
Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
Method
System
Structure
Performance
Structure
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing

7.
Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
C$
R$
P$
VP
+
-­‐
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing

8.
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
C$
R$
P$
VP
+
-­‐

9.
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
C$
R$
P$
VP
+
-­‐

10.
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
PROFIT
(MARGIN)
COST
(STRUCTURE)
REVENUE
(STREAMS)
Value
Engine
(Proposi<on/Strategy)

11.
#QBE.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….
PROFIT
(MARGIN)
COST
(STRUCTURE)
REVENUE
(STREAMS)
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
Services
Outbound
LogisGcs
OperaGons
Inbound
LogisGcs
Procurement
Technology
Dev.
HR
Mngt.
Firm
Infra.
Value
Engine
(Proposi<on/Strategy)
MarkeGng
&
Sales

12.
#QBE.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….
PROFIT
(MARGIN)
COST
(STRUCTURE)
REVENUE
(STREAMS)
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
Services
Outbound
LogisGcs
OperaGons
Inbound
LogisGcs
Procurement
Technology
Dev.
HR
Mngt.
Firm
Infra.
Value
Engine
(Proposi<on/Strategy)
MarkeGng
&
Sales

13.
#QBE.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….
PROFIT
(MARGIN)
COST
(STRUCTURE)
REVENUE
(STREAMS)
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
Services
Outbound
LogisGcs
OperaGons
Inbound
LogisGcs
Procurement
Technology
Dev.
HR
Mngt.
Firm
Infra.
Value
Engine
(Proposi<on/Strategy)
MarkeGng
&
Sales
Forces
Against
Forces
For
Trade-­‐off
Trade-­‐off

14.
#QBE.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….
PROFIT
(MARGIN)
COST
(STRUCTURE)
REVENUE
(STREAMS)
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
Services
Outbound
LogisGcs
OperaGons
Inbound
LogisGcs
Procurement
Technology
Dev.
HR
Mngt.
Firm
Infra.
Value
Engine
(Proposi<on/Strategy)
MarkeGng
&
Sales
S:
Strengths
O:
Opportuni-­‐
<es
W:
Weaknesses
T:
Threats
Trade-­‐off
Trade-­‐off

15. Value
Chain
Yacht
Discover
and
Solve
Customer
Problems
BeDer,
Faster,
and
Cheaper
IntroducGon
Today,
startups
as
well
as
established
organiza<ons
are
struggling
to
discover
and
solve
customer
problems
in
a
<mely
manner.
On
the
one
hand,
tools
such
as
brainstorming
and
lateral
thinking
are
rela<vely
simple
to
use
but
produce
low
quality
solu<ons.
On
the
other
hand,
tools
such
as
the
Six
Sigma
methodology,
Lean
Startup
method,
and
TRIZ
generate
high
quality
solu<ons
but
take
a
long
<me
to
understand
and
effec<vely
apply.
Mastery
of
these
laUer
tools
is
also
<me-­‐consuming
and
expensive.
ObjecGve
The
Value
Chain
Yacht
is
designed
as
a
simple
customizable
worksheet
that
eliminates
the
trade-­‐off
of
Complexity
vs.
Quality
in
tools
such
as
brainstorming,
lateral
thinking,
TRIZ,
Six
Sigma
methodology,
and
the
Lean
Startup
method.
The
Value
Chain
(VC)
Yacht
can
be
considered
as
a
“Wisdomsourcing”
Board
for
collabora<vely
organizing
and
managing
ideas
while
rapidly
solving
customer
problems.
Delight
The
Value
Chain
Yacht
helps
people
to
beUer,
faster,
and
cheaper
solve
problems.
There
are
8
levels
of
proficiency
in
using
the
Value
Chain
(VC)
Yacht.
The
first
level
of
proficiency
focuses
on
use
of
the
VC
Yacht
as
a
problem
discovery
tool.
At
this
first
level,
the
VC
Yacht
can
be
learned
and
applied
within
30
minutes
especially
as
a
tool
for
visually
collec<ng
ideas
on
the
Voice
of
the
Customer.
At
the
eighth
level,
use
of
the
VC
Yacht
focuses
on
developing
ideas
on
the
evolu<on
of
business
model
ecosystems.
Use
of
the
VC
Yacht
at
intermediate
levels
ranges
from
product
innova<on,
value
chain
analysis,
industry
analysis,
business
model
innova<on
to
performance
management.
Procedure
(for
Level
1
of
the
Value
Chain
Yacht)
1. Make
a
large
(A1
size)
printout
or
drawing
of
the
template
for
the
Value
Chain
(VC)
Yacht
and
place
it
on
a
table
or
wall.
2. Write
out
a
descrip<on
of
the
Customer
Goal
or
“Job
To
Get
Done”.
3. Describe
or
list
each
problem
(preferably
using
Post-­‐It
notes)
under
the
Problem
Space
or
“Red
Ocean”
on
lec
hand
side.
4. Choose
the
most
important
problem.
(Why
is
the
selected
problem
regarded
as
the
most
important?
What
are
impacts
of
problem?)
5. Generate,
under
the
Solu<on
Space
or
“Blue
Ocean”,
ideas
for
solving
the
most
important
problem.
(Hint:
Use
analogical
thinking.)
6. Select
the
highest
quality
solu<on
that
can
be
rapidly
implemented
as
well
as
which
has
the
least
cost.
References
Kim,
W.C.;
Mauborgne,
R.
(2004)
Blue
Ocean
Strategy.
MassachuseUs:
Harvard
Business
Review
Press.
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing

16. ITENN
Level
4:
BUS.
PROBLEM
SOLVING
q 4
Elements
of
Good
Strategy
q Six
Sigma
Methodology
q Theory
of
Constraints
q Customer
Dev.
Stack
q Lean
Startup
Method
Level
5:
VALUE
CHAIN
STRATEGY
q Value
Chain
(Analysis)
q 5
Forces;
Env.
Analysis
q 3
Generic
Strategies
q DisrupGve
InnovaGon
Theory
q Blue
Ocean
Strategy/Canvas
Level
1:
PROBLEM
DISCOVERY
q Voice
of
the
Customer;
NPS
q Trade-­‐offs;
SWOT
Analysis
q Red
Ocean
Strategy
Canvas
q 4
Problem
Archetypes;
BUMP
q Product/Market
Matrix
Level
7:
BUS.
MODEL
EXECUTION
q HolisGc
System
Resources
q Core
Competences
q Resource-­‐Based
View
q Balanced
Scorecard;
Kanban
q Prototype/Pilot/Full
Scale
Level
8:
ECOSYSTEM
EVOLUTION
q 9
Windows
(MulGscreen)
q Business
Model
Dashboard
q Nested
S-­‐Curve;
WarGaming
q Value
Network
EvoluGon
q EvoluGon
of
Shared
Value
Level
2:
PROBLEM
ANALYSIS
q 5
Whys;
AnalyGcal
Hierarchy
q Root-­‐cause
Analysis:
Fishbone
q SIPOC
Process;
Pre-­‐mortem
q Universal
System
Structure
q FuncGonal
Analysis
Diagram
THE
VALUE
CHAIN
YACHT
o Uses;
Areas
of
Applica<on
o Associated
Concepts/Tools
o Taxonomy
of
Tools
for
Problem
Finding
&
Solving
Level
3:
IDEA
GEN./EVALUATION
q (Visual)
Brainstorming
q E.R.I.C.
TacGcs
(“4
Ac<ons”)
q SCAMPERR
Technique;
ASIT
q TRIZ:
Ideal
Final
Result
(IFR)
q Mission/Vision;
Pretotype
Level
6:
BUS.
MODEL
STRATEGY
q Value
Net;
Lean
Canvas
q Business
Model
Canvas/Env.
q Business
Model
Storyboard
q “SPARC”
Yacht/Framework
q PESTLIED
Events
&
Trends
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
8
LEVELS
AND
USES
OF
THE
VALUE
CHAIN
YACHT
(Taxonomy
of
Problem-­‐Based
Strategy
&
Learning)
Discover
and
Solve
Customer
Problems
BeDer,
Faster,
and
Cheaper

17. Problem-­‐Based
Strategy
and
Learning
(PBSL)
Roadmap
Select/Reflect
on
a
Path
or
Program
for
Customer
Problem
Discovery
and
Solving
BUSINESS
MODEL
HIERARCHY
(Unit
of
Analysis/ReDesign)
LEVEL
OF
PBSL
(Deliverable)
Supersystem
(Economy;
Macro-­‐
environment)
Environment
(Industry;
Market)
System
(Enterprise/Value
Chain;
Product/Service)
Visionary/
Conceptual
Problem
Solving
(Pretotype)
1.
PROBLEM
DISCOVERY
2.
PROBLEM
ANALYSIS
3.
IDEA
GENERATION/
EVALUATION
Strategic
Problem
Solving
(Prototype;
Pilot)
4.
BUSINESS
PROBLEM
SOLVING
5.
VALUE
CHAIN
STRATEGY
6.
BUSINESS
MODEL
STRATEGY
Tac<cal/
Opera<onal
Problem
Solving
(Full-­‐scale)
7.
BUSINESS
MODEL
EXECUTION
Scenario
Thinking
8.
ECOSYSTEM
EVOLUTION
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing

18. 4
Problem
Archetypes
Product/Market
Matrix
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
PROBLEM
(Market
Trade-­‐off/Size)
SOLUTION
(Product
Features)
Known
Unknown
Known
Simple
System
(Tame;
Closed;
Well-­‐structured)
Complex
System
Unknown
Complicated
System
ChaoGc
System
(Wicked;
Open;
Ill-­‐structured)

19.
The
TheoreGcal
Framework
of
The
Value
Chain
Yacht
Is
HolisGc
Problem
Solving
(HPS)
Which
Encapsulates
Scien<fic
Problem
Solving
HolisGc
Problem
Solving
(HPS)
has
3
Levels
q Visionary/Conceptual
Problem
Solving
q Strategic
Problem
Solving
q Tac<cal/Opera<onal
Problem
Solving

20.
A
Value
Chain
Yacht
Is
A
Diagram
That
Shows
A
Chain
of
AcGviGes
That
an
OrganizaGon
Uses
To
Create,
Deliver,
and
Share
Value

21. The
Value
Chain
Yacht
Can
Be
Regarded
As
a
Means,
Vehicle,
Tool,
or
Holis<c
System
for
Itera<vely
Pursuing
Any
Mission,
Vision,
Goal,
ObjecGve,
Strategy,
and/or
Target
Especially
Under
CondiGons
of
Great
Uncertainty

22. The
Working
Space
of
a
Value
Chain
Yacht
Is
Divided
Into
3
Sec<ons:
*
Problem
Space
(“Red
Ocean”):
Where
currently
are
we?
*
Method
Space
(“Vehicle”;
Strategy):
How
must
we
get
there?
*
SoluGon
Space
(“Blue
Ocean”):
Where
must
we
go?

23.
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
Method
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Where
currently
are
we?
Where
must
we
go?
How
must
we
get
there?
Problem
Pain:
(Un)Known
Industry/Market/Customer
Goal
(Job
To
Get
Done):
Improve
innova<on
and
performance
of
organiza<on

24.
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
Method
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Industry/Market/Customer
Goal
(Job
To
Get
Done):
Improve
innova<on
and
performance
of
organiza<on
CURRENT
INNOVATION/PERFORMANCE
FUTURE
INNOVATION/PERFORMANCE
Where
currently
are
we?
Where
must
we
go?
How
must
we
get
there?
Problem
Pain:
(Un)Known

25.
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Industry/Market/Customer
Goal
(Job
To
Get
Done):
Improve
innova<on
and
performance
of
organiza<on
Where
currently
are
we?
Where
must
we
go?
Problem
Pain:
(Un)Known
Method
CURRENT
INNOVATION/PERFORMANCE
FUTURE
INNOVATION/PERFORMANCE

26.
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
C$
R$
P$
VP
+
-­‐
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Industry/Market/Customer
Goal
(Job
To
Get
Done):
Improve
innova<on
and
performance
of
organiza<on
Where
currently
are
we?
Where
must
we
go?
Problem
Pain:
(Un)Known
CURRENT
INNOVATION/PERFORMANCE
FUTURE
INNOVATION/PERFORMANCE

27.
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Industry/Market/Customer
Goal
(Job
To
Get
Done):
Improve
innova<on
and
performance
of
organiza<on
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
C$
R$
P$
VP
+
-­‐
CURRENT
INNOVATION/PERFORMANCE
FUTURE
INNOVATION/PERFORMANCE
Where
currently
are
we?
Where
must
we
go?
Problem
Pain:
(Un)Known

28.
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Industry/Market/Customer
Goal
(Job
To
Get
Done):
Improve
innova<on
and
performance
of
organiza<on
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
C$
R$
P$
VP
+
-­‐
CURRENT
INNOVATION/PERFORMANCE
FUTURE
INNOVATION/PERFORMANCE

29.
#VCYacht.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Industry/Market/Customer
Goal
(Job
To
Get
Done):
Improve
innova<on
and
performance
of
organiza<on
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
C$
R$
P$
VP
+
-­‐
Lack
of
shared
purpose,
mission,
and
vision
Emphasis
on
technical
features
of
products
rather
than
customer
experiences
Thinking
in
“silos”
No
common
language
or
framework
for
facilitaXng
innovaXon
UnarXculated
values/culture
Unclear
Business
Model/Strategy
CURRENT
INNOVATION/PERFORMANCE
FUTURE
INNOVATION/PERFORMANCE

30.
#QBE.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
PROFIT
(MARGIN)
COST
(STRUCTURE)
REVENUE
(STREAMS)
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
Services
Outbound
LogisGcs
OperaGons
Inbound
LogisGcs
Procurement
Technology
Dev.
HR
Mngt.
Firm
Infra.
Value
Engine
(Proposi<on/Strategy)
MarkeGng
&
Sales
Industry/Market/Customer
Goal
(Job
To
Get
Done):
Improve
innova<on
and
performance
of
organiza<on
Lack
of
shared
purpose,
mission,
and
vision
Emphasis
on
technical
features
of
products
rather
than
customer
experiences
Thinking
in
“silos”
No
common
language
or
framework
for
facilitaXng
innovaXon
UnarXculated
values/culture
Unclear
Business
Model/Strategy
CURRENT
INNOVATION/PERFORMANCE
FUTURE
INNOVATION/PERFORMANCE

31.
A
Value
System
Yacht
Shows
An
Extended
Value
Chain
From
Suppliers
Through
the
Value
Chain
Yacht
To
Customers

32.
#QBE.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….
PROFIT
(MARGIN)
COST
(STRUCTURE)
REVENUE
(STREAMS)
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
Services
Outbound
LogisGcs
OperaGons
Inbound
LogisGcs
Procurement
Technology
Dev.
HR
Mngt.
Firm
Infra.
Value
Engine
(Proposi<on/Strategy)
MarkeGng
&
Sales
Suppliers
(Co-­‐creators)
Customers

33.
#QBE.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….
PROFIT
(MARGIN)
COST
(STRUCTURE)
REVENUE
(STREAMS)
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
Services
Outbound
LogisGcs
OperaGons
Inbound
LogisGcs
Procurement
Technology
Dev.
HR
Mngt.
Firm
Infra.
Value
Engine
(Proposi<on/Strategy)
MarkeGng
&
Sales
Suppliers
(Co-­‐creators)
Customers
New
Entrants
(Startups)
Subs<-­‐
tutes
(Incumbents)

34.
#QBE.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hRp://businessmodels.ning.com
&
hRp://twiRer.com/RodKuhnKing
Industry/Market/Customer
Goal
(Job
To
Get
Done):
……………………………………………….………………………….
PROFIT
(MARGIN)
COST
(STRUCTURE)
REVENUE
(STREAMS)
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known
Services
Outbound
LogisGcs
OperaGons
Inbound
LogisGcs
MarkeGng
&
Sales
Procurement
Technology
Dev.
HR
Mngt.
Firm
Infra.
Value
Engine
(Proposi<on/Strategy)
New
Entrants
(Startups)
Subs<-­‐
tutes
(Incumbents)
q Provide
customer
support/repairs
q Fulfill
orders
q Deliver
product/service
q Use
channels
(offline/online)
q Process/transform
inputs
(materials/info)
q Develop
product/service/business
model
q Discover/solve
customer
and
business
problems
q Receive
inputs
(materials/info)
q Warehouse
or
store
inputs
(materials/info)
q Manage/control
inventory
q Purchase
inputs
(materials/
info)
q Conduct
R
&
D
q Develop
innovaXve/
disrupXve
technology
q Experiment
with
business
model
innovaXon
q Recruit/
Develop/
Pay
Staff
q Manage
business
q Acquire/
Rent
infra’
q Engage/Acquire/Retain
Customers
q Brand/AdverXse/Sell
Suppliers
(Co-­‐creators)
Customers

35. “Bad”
vs.
“Good”
Value
System
Yacht
All
Failures
In
Business
and
Life
Are
the
Results
Of
Using
“Bad”
Value
System
Yachts
All
Successes
In
Business
and
Life
Are
the
Results
Of
Using
“Good”
Value
System
Yachts

36.
“It’s
more
fun
to
be
a
pirate
than
to
join
the
navy."
Problem
Pain:
(Un)Known
RED
OCEAN
BLUE
OCEAN
SoluGon
Gain:
(Un)Known