The Business Model Canvas can be considered as a graphic organizer (high level TreeMap) that shows 9 tessellated elements, tiles, or “building blocks” of an archetypal business model. Since the 2009 publication of Alexander Osterwalder and Yves Pigneur’s “Business Model Generation” book, use and popularity of the Business Model Canvas (BMC) have surged worldwide. The BMC is enthusiastically used by entrepreneurs, startups, established businesses, and non-profit organizations as well as university students, lecturers, and selected scientists from America’s National Science Foundation program. But is the BMC efficiently being used? Is the traditional BMC a “living organism” that would evolve to a higher level or simply become extinct in the jungle of tools for Business Model Planning, Strategy, and Performance Management (BMPSPM)? As a long-time practitioner of TRIZ (“Theory of Inventive Problem Solving”) and an avid observer of idealized systems, a particular question that interests me is this: Would the BMC evolve towards the “Ideal Final Result (IFR)” by disrupting and cannibalizing itself, that is, by becoming multi-functional while instantly using freely available and/or internal resources at little or no cost? In other words, would the BMC evolve from being “good” to being “great” as an adaptive organism? So far, evolution regarding the graphic organizer of the BMC has been superficial: the visual structure or BMC Gameboard (blank graphic framework) and how to use it have remained the same. So far, the most popular change to the BMC is by Ash Maurya in his Lean Canvas. In the Lean Canvas, 4 topics (Key Partners, Key Activities, Key Resources, and Customer Relationships) are eliminated while being respectively replaced by topics such as Problem, Solution, Key Metrics, and Unfair Advantage. These changes violate the macro-logic of a business model. The Lean Canvas focuses on operationalizing the Lean Startup method which is a methodology for continuously managing highly risky (innovation) projects. However, the Lean Canvas is inadequate for Business Model Planning, Strategy, and Performance Management; the Lean Canvas does not use a business model as a unit of analysis. Recently, I presented a list of 10 characteristics of a “great” Business Model Canvas. The traditional BMC scored a 3 (out of 10). The 10 characteristics relate to tasks especially in Business Model Planning, Strategy, and Performance Management as well as Business Model Gamification. The question, then, is: how can we “ideally” transform a good BMC to a great BMC? Ideally, we should make little or no changes to the topics of the BMC and logic of a business model. The Lean Canvas falls short of that ideal. The presentation below shows how one can “gamificate” (turn into a game) the traditional BMC so that it meets the 10 criteria of a great Business Model Canvas. http://goo.gl/vWnOHl

1. A
Business
Model
Canvas-­‐Killer
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Dr.
Rod
King
Business
Model
Gamifica1on

2. “Good”
vs
“Great”
Business
Model
Canvas
REQUIREMENTS
(TASKS/FUNCTIONS)
FOR
BUSINESS
MODEL
PLANNING,
STRATEGY,
PERFORMANCE
MANAGEMENT,
AND
GAMIFICATION
“Good”
Business
Model
Canvas
1)
Can
be
carried
in
pocket/wallet:
ultra-­‐portability;
modularity
“Great”
Business
Model
Canvas
ü
2)
Visualize
archetypal
parts
or
elements
of
a
business
model
(system):
Business
Model
Outline
(Form/Checklist/TreeMap)
ü
ü
3)
Organize
and
manage
ideas
regarding
the
parts
or
elements
of
a
business
model
(system):
Business
Model
Scorecard
ü
ü
4)
Illustrate
the
3
macro-­‐modules
or
engines
of
a
business
model:
Provider
(Supply)
Model;
Customer
(Demand)
Model;
Value
(Performance/Profit)
Model:
MulWlevel
(Aggregate)
Analysis
ü
5)
Comprehensively
show
how
cause-­‐and-­‐effect
rela1onships
that
illustrate
how
a
business
model
works
to
deliver
value:
Business
Model
Strategy
Map;
FuncWonal
Analysis
Diagram
ü
6)
Illustrate
Problem-­‐Solu1on
Fit
&
Product-­‐Market
Fit:
Lean
Startup
method;
Engine
of
Growth
ü
7)
Facilitate
genera1on
and
management
of
business
model
hypotheses
as
well
as
strategy:
Business
Model
Strategy
ü
ü
8)
Facilitate
Premortem
(Failure
Analysis):
Root-­‐cause
Analysis
ü
9)
Facilitate
problem
solving,
innova1on,
and
performance
mngt
as
well
as
Outcome-­‐driven
Planning,
including
Discovery-­‐driven
Planning:
Universal
Project
Management
(UPM)
Dashboard
ü
10)
Can
be
deployed
as
a
boardgame
with
“na1ve”
game
pieces
(cards)
&
board:
Business
Model
Jigsaw
(BMJ)
Game
ü
(3/10)
(10/10)

3. The
Business
Model
Canvas
From
“Good”
to
“Great”

4. “Good”
Business
Model
Canvas
[A
New
Look
at
the
Tradi1onal
Business
Model
Canvas]
Single
Level
TreeMap/Visual
Outline
(Form/Checklist)

5. TradiWonal
Business
Model
Canvas
Source:
h@p://en.wikipedia.org/wiki/Business_Model_Canvas

6. Jigsaw-­‐Business
Model
Canvas
Jigsaw-­‐Business
Model
Canvas
is
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-­‐Share
Alike
3.0
Un-­‐ported
License

7. Jigsaw-­‐Business
Model
Canvas
Jigsaw-­‐Business
Model
Canvas
is
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-­‐Share
Alike
3.0
Un-­‐ported
License

8. 9
Blank
Jigsaw
Cards
(Several
Types
of
Shapes)
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
BMC
Jigsaw
Cards
is
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-­‐Share
Alike
3.0
Un-­‐ported
License

9. Topic
Jigsaw
Cards
for
the
Business
Model
Canvas
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Key
AcWviWes
(KA)
Key
Resources
(KR)
Cost
Structure
(C$)
Value
ProposiWon
(VP)
Customer
Rel.
(CR)
Channels
(CH)
Customer
Segments
(CS)
Revenue
Streams
(R$)
Topics
of
BMC
Jigsaw
Cards
are
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-­‐Share
Alike
3.0
Un-­‐ported
License

10. Jigsaw
Board
for
Business
Model
Canvas
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
BMC
Jigsaw
Cards
is
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-­‐Share
Alike
3.0
Un-­‐ported
License

11. Jigsaw-­‐Business
Model
Canvas:
9
Cards
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Key
AcWviWes
(KA)
Key
Resources
(KR)
Cost
Structure
(C$)
Value
ProposiWon
(VP)
Customer
Rel.
(CR)
Channels
(CH)
Customer
Segments
(CS)
Revenue
Streams
(R$)
BMC
Jigsaw
Cards
is
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-­‐Share
Alike
3.0
Un-­‐ported
License

12. Jigsaw-­‐Business
Model
Canvas:
4
Panels
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Key
AcWviWes
(KA)
Key
Resources
(KR)
Cost
Structure
(C$)
Value
ProposiWon
(VP)
Customer
Customer
Segments
Rel.
(CS)
(CR)
Channels
(CH)
Revenue
Streams
(R$)
BMC
Jigsaw
Cards
is
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-­‐Share
Alike
3.0
Un-­‐ported
License

13. TradiWonal
Business
Model
Canvas:
Monolithic
Gameboard
(Form)
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Key
AcWviWes
(KA)
Key
Resources
(KR)
Cost
Structure
(C$)
Value
ProposiWon
(VP)
Customer
Rel.
(CR)
Customer
Segments
(CS)
Channels
(CH)
Revenue
Streams
(R$)
BMC
Jigsaw
Cards
is
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-­‐Share
Alike
3.0
Un-­‐ported
License

14. Example

15. Business
Model
Canvas
for
Apple
(iPod)
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
q Record
companies
q Original
Equipment
Manufactur-­‐
ers
q
q
q
q
Value
ProposiWon
Key
AcWviWes
(VP)
(KA)
q Luxury
Spot
q “A
Thousand
Songs
in
Your
Strategy
Pocket”
q Hardware/
Solware
Design
q Seamless
Music
Experience
q Marke1ng
&
Sales
q iPod
Hardware
Key
Resources
(KR)
q Staff/
Employees
q Brand/Culture
q Infra’:
IT
Cost
Structure
(C$)
Staff/Employees
Manufacturing
Marke1ng
&
Sales
Infrastructure:
IT
Customer
Rel.
Customer
Segments
(CR)
(CS)
q Online
q Face-­‐to-­‐face
q Luxury
Spoker:
q “Lock
in”
Listen
to
music
every-­‐
where
Channels
(CH)
q Apple.com
q iTunes
Store
q Retail
stores
q Big
Box
Retail
q Customer
Habit
Engine
Revenue
Streams
(R$)
q iPod
Hardware
q iTunes
q Commissions
BMC
Jigsaw
Cards
is
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-­‐Share
Alike
3.0
Un-­‐ported
License

16. How
to
Use
The
Tradi?onal
Business
Model
Canvas
1. Plot
the
Business
Model
Canvas
on
a
Poster
2. Place
the
Poster
on
a
Wall
3. Sketch
Out
–
Especially
Using
Post-­‐It
Notes
–
the
Business
Model

17. “Great”
Business
Model
Canvas
LEVEL
1:
3
Streams
(Swimlanes)
of
Cards

18. Visualize,
Prototype,
and
Test
A
Business
Model
In
Terms
of
Its
3
Engines:
q
Value
Engine:
Share
Value
q
Growth
Engine:
Deliver
Value
q
Enterprise
Engine:
Create
Value

19. Visualize,
Prototype,
and
Test
A
Business
Model
In
Terms
of
9
PerspecWves
Upstream
Midstream
Downstream
Key
Partners
(KP)
Value
ProposiWon
(VP)
PAIN:
Cost
Structure
(C$)
Key
Resources
(KR)
Channels
(CH)
&
Customer
RelaWonships
(CR)
DELIGHT:
Revenue
Streams
(R$)
Key
AcWviWes
(KA)
Customer
Segments
(CS)
VALUE:
PROFIT
Topics
with
Abbrevia1ons
are
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
under
the
CreaWve
Commons
A]ribute-­‐Share
Alike
3.0
Un-­‐ported
License

20. 9
Blank
Jigsaw
Cards
(One
Type
of
Shape)
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model

21. Topic
Cards
for
the
Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Value
ProposiWon
(VP)
Cost
Structure
(C$)
Key
Resources
(KR)
Channels
(CH)
&
Customer
RelaWonships
(CR)
Revenue
Streams
(R$)
Key
AcWviWes
(KA)
Customer
Segments
(CS)
PROFIT
Topics
of
the
9
Jigsaw
Cards
are
adopted
from
the
Business
Model
Canvas
(h]p://www.businessmodelgeneraWon.com)
which
is
licensed
underthe
CreaWve
Commons
A]ribute-­‐Share
Alike
3.0
Un-­‐ported
License

22. Gameboard
for
Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
HOW?
WHAT?
WHY?

23. Gameboard
for
Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
HOW?
Enterprise
Stream
WHAT?
Growth
Stream
WHY?
Value
Stream

24. Gameboard
for
Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
HOW?
Supply:
Value
CreaXon
WHAT?
Demand:
Value
Delivery
WHY?
Value
Sharing
(Capture)

25. Gameboard
for
Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
HOW?
Supply:
Value
CreaXon
WHAT?
Demand:
Value
Delivery
WHY?
Value
Sharing
(Capture)

26. Gameboard
for
Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Upstream
Cards
Supply:
Value
CreaXon
Midstream
Cards
Demand:
Value
Delivery
Downstream
Cards
Value
Sharing
(Capture)

27. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Value
ProposiWon
(VP)
Cost
Structure
(C$)
Key
Resources
(KR)
Channels
(CH)
&
Customer
RelaWonships
(CR)
Revenue
Streams
(R$)
Key
AcWviWes
(KA)
Customer
Segments
(CS)
PROFIT

28. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Value
ProposiWon
(VP)
[Product/Service]
PAIN:
Cost
Structure
(C$)
Key
Resources
(KR)
Channels
(CH)
&
Customer
RelaWonships
(CR)
DELIGHT:
Revenue
Streams
(R$)
Key
AcWviWes
(KA)
Customer
Segments
(CS)
VALUE:
PROFIT

29. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
WHY?
WHAT?
HOW?
Key
Partners
(KP)
Value
ProposiWon
(VP)
[Product/Service]
PAIN:
Cost
Structure
(C$)
Key
Resources
(KR)
Channels
(CH)
&
Customer
RelaWonships
(CR)
DELIGHT:
Revenue
Streams
(R$)
Key
AcWviWes
(KA)
Customer
Segments
(CS)
VALUE:
PROFIT

30. Always
Start
With
“Why?”
HOW?
WHAT?
WHY?
Note:
The
logic
as
well
as
sequence
of
Why-­‐What-­‐How
in
the
above
diagram
differs
from
Simon
Sinek’s
Golden
Circle
which
he
presents
in
his
book,
“Start
With
Why.”

31. “People
like
MarWn
Luther
King,
Jr.,
Steve
Jobs,
and
The
Wright
Brothers
Might
Have
Likle
in
Common,
But
They
All
Started
with
“Why?””
Simon
Sinek

32. Example

33. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
HOW?
WHAT?
WHY?

34. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Downstream
Cards
PAIN:
Cost
Structure
(C$)
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q iPod
Hardware
q iTunes
q Commissions
VALUE:
PROFIT
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics

35. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Midstream
Cards
Value
ProposiWon
(VP)
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
Channels
(CH)
&
Customer
RelaWonships
(CR)
Downstream
Cards
PAIN:
Cost
Structure
(C$)
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
q iPod
Hardware
q iTunes
q Commissions
Customer
Segments
(CS)
VALUE:
PROFIT
q
Online/Face-­‐to-­‐Face;
Lock-­‐in
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics

36. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Midstream
Cards
Upstream
Cards
Key
Partners
(KP)
q Record
companies
q Original
Equipment
Manufacturers
Key
Resources
(KR)
q
q
q
q
Staff/Employees
Brand/Culture
IP
Infrastructure:
IT
Key
AcWviWes
(KA)
q Luxury
Spot
Strategy
q Hardware/Solware
Design
q Marke1ng
&
Sales
Value
ProposiWon
(VP)
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
Channels
(CH)
&
Customer
RelaWonships
(CR)
Downstream
Cards
PAIN:
Cost
Structure
(C$)
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
q iPod
Hardware
q iTunes
q Commissions
Customer
Segments
(CS)
VALUE:
PROFIT
q
Online/Face-­‐to-­‐Face;
Lock-­‐in
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics

37. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
q Record
companies
q Original
Equipment
Manufacturers
Key
Resources
(KR)
q
q
q
q
Staff/Employees
Brand/Culture
IP
Infrastructure:
IT
Key
AcWviWes
(KA)
q Luxury
Spot
Strategy
q Hardware/Solware
Design
q Marke1ng
&
Sales
WHY?
WHAT?
HOW?
Value
ProposiWon
(VP)
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
Channels
(CH)
&
Customer
RelaWonships
(CR)
PAIN:
Cost
Structure
(C$)
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
q iPod
Hardware
q iTunes
q Commissions
Customer
Segments
(CS)
VALUE:
PROFIT
q
Online/Face-­‐to-­‐Face;
Lock-­‐in
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics

38. How
to
Basically
Use
the
Business
Model
Jigsaw
1. Plot
the
Gameboard
of
the
Business
Model
Jigsaw
on
a
Poster
2. Place
the
Poster
on
a
Table
3. Lay
Out
–
Especially
Using
Index
Cards
or
Blank
Business
Cards
–
the
Business
Model
In
Terms
of
its
3
Engines:
HOW?
WHAT?
Enterprise
Engine
Growth
Engine
q Value
Engine
q Growth
Engine
q Enterprise
Engine
WHY?
Value
Engine

39. AlternaWve
Forms
of
“3
Stream-­‐Jigsaw
Board”
(Non-­‐magne1c/Magne1c/Sta1c)

40. AlternaWve
Forms
of
“Jigsaw
Cards”
(Non-­‐magne1c/Magne1c/Sta1c)

41. Appendix

42. Advanced
Business
Model
Jigsaw
LEVEL
2:
Network
(Func?onal
Analysis)
Diagram

43. Simply
Prepare
A
Business
Model
Strategy
Map

44. A
Business
Model
Strategy
Map
Is
A
Cause-­‐and-­‐Effect
Diagram
That
Illustrates
How
an
OrganizaWon
Creates,
Delivers,
and
Shares
Value
(Profit)

45. A
Business
Model
Strategy
Map
Facilitates
The
TranslaWon
of
Mission/Vision/Purpose
Into
Reality

46. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
MISSION/VISION/PURPOSE:
………………………………………………………………………………………………………………………………………

47. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
HOW?
WHAT?
WHY?

48. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Upstream
Midstream
Downstream

49. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Upstream
Cards
Supply:
Value
CreaXon
Midstream
Cards
Demand:
Value
Delivery
Downstream
Cards
Value
Sharing
(Capture)

50. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Value
ProposiWon
(VP)
PAIN:
Cost
Structure
(C$)
Key
Resources
(KR)
Channels
(CH)
&
Customer
RelaWonships
(CR)
DELIGHT:
Revenue
Streams
(R$)
Key
AcWviWes
(KA)
Customer
Segments
(CS)
VALUE:
PROFIT

51. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
Value
ProposiWon
(VP)
PAIN:
Cost
Structure
(C$)
Key
Resources
(KR)
Channels
(CH)
&
Customer
RelaWonships
(CR)
DELIGHT:
Revenue
Streams
(R$)
Key
AcWviWes
(KA)
Customer
Segments
(CS)
VALUE:
PROFIT

52. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
affect(s)
Key
Resources
(KR)
impact(s)
impact(s)
Channels
(CH)
&
Customer
RelaWonships
(CR)
deliver(s)
Key
AcWviWes
(KA)
affect(s)
impact(s)
affect(s)
Customer
Segments
(CS)
PAIN:
Cost
Structure
(C$)
impacts
affects
DELIGHT:
Revenue
Streams
(R$)
drive(s)
impact(s)
Value
ProposiWon
(VP)
(Problem-­‐Solu1on
Fit;
Product-­‐Market
Fit)
Key
Partners
(KP)
VALUE:
PROFIT

53. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
impact(s)
Value
ProposiWon
(VP)
affect(s)
Key
Resources
(KR)
impact(s)
impact(s)
Key
AcWviWes
(KA)
impact(s)
DELIGHT:
Revenue
Streams
(R$)
affect(s)
Customer
Segments
(CS)
affect(s)
Channels
(CH)
&
Customer
RelaWonships
(CR)
deliver(s)
PAIN:
Cost
Structure
(C$)
VALUE:
PROFIT

54. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
affect(s)
Key
Resources
(KR)
impact(s)
impact(s)
Channels
(CH)
&
Customer
RelaWonships
(CR)
deliver(s)
Key
AcWviWes
(KA)
affect(s)
impact(s)
affect(s)
Customer
Segments
(CS)
PAIN:
Cost
Structure
(C$)
impacts
affects
DELIGHT:
Revenue
Streams
(R$)
drive(s)
impact(s)
Value
ProposiWon
(VP)
[Product/Service]
(Problem-­‐Solu1on
Fit;
Product-­‐Market
Fit)
Key
Partners
(KP)
VALUE:
PROFIT

55. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
affect(s)
Key
Resources
(KR)
impact(s)
impact(s)
Channels
(CH)
&
Customer
RelaWonships
(CR)
deliver(s)
Key
AcWviWes
(KA)
affect(s)
impact(s)
affect(s)
Customer
Segments
(CS)
PAIN:
Cost
Structure
(C$)
impacts
affects
DELIGHT:
Revenue
Streams
(R$)
drive(s)
Value
ProposiWon
(VP)
[Product/Service]
(Problem-­‐Solu1on
Fit;
Product-­‐Market
Fit)
Key
Partners
(KP)
impact(s)
WHY?
WHAT?
HOW?
VALUE:
PROFIT

56. Example

57. Business
Model
Jigsaw
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
HOW?
WHAT?
WHY?

58. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Upstream
Cards
Midstream
Cards
Downstream
Cards

59. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
q Record
companies
q Original
Equipment
Manufacturers
Key
Resources
(KR)
q
q
q
q
Staff/Employees
Brand/Culture
IP
Infrastructure:
IT
Key
AcWviWes
(KA)
q Luxury
Spot
Strategy
q Hardware/Solware
Design
q Marke1ng
&
Sales
Value
ProposiWon
(VP)
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
Channels
(CH)
&
Customer
RelaWonships
(CR)
PAIN:
Cost
Structure
(C$)
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
q iPod
Hardware
q iTunes
q Commissions
Customer
Segments
(CS)
VALUE:
PROFIT
q
Online/Face-­‐to-­‐Face;
Lock-­‐in
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics

60. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
q Record
companies
q Original
Equipment
Manufacturers
Key
Resources
(KR)
q
q
q
q
Staff/Employees
Brand/Culture
IP
Infrastructure:
IT
Key
AcWviWes
(KA)
q Luxury
Spot
Strategy
q Hardware/Solware
Design
q Marke1ng
&
Sales
Value
ProposiWon
(VP)
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
Channels
(CH)
&
Customer
RelaWonships
(CR)
PAIN:
Cost
Structure
(C$)
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
q iPod
Hardware
q iTunes
q Commissions
Customer
Segments
(CS)
VALUE:
PROFIT
q
Online/Face-­‐to-­‐Face;
Lock-­‐in
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics

61. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
impact(s)
affect(s)
Key
Resources
(KR)
q
q
q
q
Staff/Employees
Brand/Culture
IP
Infrastructure:
IT
impact(s)
deliver(s)
Key
AcWviWes
(KA)
q Luxury
Spot
Strategy
q Hardware/Solware
Design
q Marke1ng
&
Sales
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
impact(s)
affect(s)
Channels
(CH)
&
Customer
RelaWonships
(CR)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
q
Online/Face-­‐to-­‐Face;
Lock-­‐in
impact(s)
affect(s)
Customer
Segments
(CS)
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
impacts
affects
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q iPod
Hardware
q iTunes
q Commissions
drive(s)
q Record
companies
q Original
Equipment
Manufacturers
PAIN:
Cost
Structure
(C$)
Value
ProposiWon
(VP)
(Problem-­‐Solu1on
Fit;
Product-­‐Market
Fit)
Key
Partners
(KP)
VALUE:
PROFIT
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics

62. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
Key
Partners
(KP)
q Record
companies
q Original
Equipment
Manufacturers
impact(s)
affect(s)
Key
Resources
(KR)
q
q
q
q
Staff/Employees
Brand/Culture
IP
Infrastructure:
IT
impact(s)
deliver(s)
Key
AcWviWes
(KA)
q Luxury
Spot
Strategy
q Hardware/Solware
Design
q Marke1ng
&
Sales
Value
ProposiWon
(VP)
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
impact(s)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
Online/Face-­‐to-­‐Face;
Lock-­‐in
impact(s)
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
affect(s)
Channels
(CH)
&
Customer
RelaWonships
(CR)
q
PAIN:
Cost
Structure
(C$)
DELIGHT:
Revenue
Streams
(R$)
q iPod
Hardware
q iTunes
q Commissions
affect(s)
Customer
Segments
(CS)
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
VALUE:
PROFIT
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics

63. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
impact(s)
affect(s)
Key
Resources
(KR)
q
q
q
q
Staff/Employees
Brand/Culture
IP
Infrastructure:
IT
impact(s)
deliver(s)
Key
AcWviWes
(KA)
q Luxury
Spot
Strategy
q Hardware/Solware
Design
q Marke1ng
&
Sales
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
impact(s)
affect(s)
Channels
(CH)
&
Customer
RelaWonships
(CR)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
q
Online/Face-­‐to-­‐Face;
Lock-­‐in
impact(s)
affect(s)
Customer
Segments
(CS)
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
impacts
affects
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q iPod
Hardware
q iTunes
q Commissions
drive(s)
q Record
companies
q Original
Equipment
Manufacturers
PAIN:
Cost
Structure
(C$)
Value
ProposiWon
(VP)
(Problem-­‐Solu1on
Fit;
Product-­‐Market
Fit)
Key
Partners
(KP)
VALUE:
PROFIT
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics

64. Business
Model
Jigsaw
for
Apple’s
iPod
Rapidly
Visualize,
Prototype,
and
Test
the
3
Engines
of
a
Business
Model
affect(s)
Key
Resources
(KR)
q
q
q
q
Staff/Employees
Brand/Culture
IP
Infrastructure:
IT
impact(s)
deliver(s)
Key
AcWviWes
(KA)
q Luxury
Spot
Strategy
q Hardware/Solware
Design
q Marke1ng
&
Sales
q “A
Thousand
Songs
in
Your
Pocket”
q Seamless
Music
XP
q iPod
Hardware
impact(s)
affect(s)
Channels
(CH)
&
Customer
RelaWonships
(CR)
q Apple.com;
Big
Box
Retailer
q iTunes
Store;
Retail
stores
q
Online/Face-­‐to-­‐Face;
Lock-­‐in
impact(s)
affect(s)
Customer
Segments
(CS)
q Luxury
Spoker:
Listen
to
music
everywhere
q Customer
Habit
Engine
impacts
affects
q Staff/Employees
q Manufacturing/Infra’
q Marke1ng
&
Sales
DELIGHT:
Revenue
Streams
(R$)
q iPod
Hardware
q iTunes
q Commissions
drive(s)
q Record
companies
q Original
Equipment
Manufacturers
PAIN:
Cost
Structure
(C$)
Value
ProposiWon
(VP)
(Problem-­‐Solu1on
Fit;
Product-­‐Market
Fit)
Key
Partners
(KP)
impact(s)
WHY?
WHAT?
HOW?
VALUE:
PROFIT
q High
Profit
Margin
q Extraordinary
Profit
q Performance
Metrics

65. Environment
Of
A
Business
Model
Jigsaw
LEVEL
3:
Environment
(Supersystem)
Diagram

66. Environment
of
Business
Model
Jigsaw:
“SWOT”
Factors
W:
Weaknesses
ENTERPRISE
ENGINE:
Build
Value
Delivery:
Midstream
Cards
GROWTH
ENGINE:
Measure
T:
Threats
Value
Sharing
(Happiness):
Downstream
Cards
VALUE
ENGINE:
Learn
O:
OpportuniWes
S:
Strengths
Value
Crea?on:
Upstream
Cards

67. Environment
of
Business
Model
Jigsaw:
Environmental
Factors
Value
Crea?on:
Upstream
Cards
ENTERPRISE
ENGINE:
Build
Value
Delivery:
Midstream
Cards
GROWTH
ENGINE:
Measure
ENVIRONMENT
Value
Sharing
(Happiness):
Downstream
Cards
VALUE
ENGINE:
Learn

68. Environment
of
Business
Model
Jigsaw:
Global
Environmental
Factors
Value
Crea?on:
Upstream
Cards
ENTERPRISE
ENGINE:
Build
Value
Delivery:
Midstream
Cards
GROWTH
ENGINE:
Measure
Value
Sharing
(Happiness):
Downstream
Cards
VALUE
ENGINE:
Learn
Macro-­‐Economic
Influencers
(MEI):
Global
Economy
Market
Ecosystem
(ME):
Demand
Industry
Ecosystem
(IE):
Supply
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/+)

69. Environment
of
Business
Model
Jigsaw:
Local
Industry
Factors
Value
Crea?on:
Upstream
Cards
ENTERPRISE
ENGINE:
Build
Value
Delivery:
Midstream
Cards
GROWTH
ENGINE:
Measure
Value
Sharing
(Happiness):
Downstream
Cards
VALUE
ENGINE:
Learn
Threat
of
SubsWtute
Products
or
Services
Bargaining
Power
of
Customers
Bargaining
Power
of
Suppliers
Threat
of
New
Entrants