The document discusses a Global Business Model Canvas that can be used to analyze various aspects of a business's environment and model. It describes adapting the traditional Business Model Canvas to take a "bird's eye view", "worm's eye view", and "eagle's eye view" of the business model by incorporating additional contextual factors like the global, national, industry and regional environments as well as tools for assessing strengths, weaknesses, opportunities, threats, trends, competitors and more. The goal is to determine the overall fitness of the business model.

1. 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

2. 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

3. 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

4. W:
WEAKNESSES
(-­‐)
S:
STRENGTHS
(+)
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)

5. E:
Eliminate
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)

6. Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
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)

7. Bargaining
Power
of
Suppliers
Bargaining
Power
of
Customers
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

8.
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
Suppliers
Customers
SubsLtutes
(In/Direct
CompeEtors)
New
Entrants
(PotenEal
CompeEtors)
W:
WEAKNESSES
(-­‐)
S:
STRENGTHS
(+)
O:
OPPORTUNITIES
(+)
T:
THREATS
(-­‐)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing

9.
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
Suppliers
Customers
SubsLtutes
(In/Direct
CompeEtors)
New
Entrants
(PotenEal
CompeEtors)
Macro-­‐Economic
Forces
(MEF):
Global
Economy
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing

10. Example
Global
Business
Model
(GBM)
Canvas
For
Startup
Example
Global
Business
Model
(GBM)
Canvas
For
Startup

11. WHAT
to
change?
TO
WHAT
to
change?
HOW
to
change?
WHY
change?
Google
Glass
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
hTp://twiTer.com/RodKuhnKing
3-­‐ACT
CHANGE
MANAGEMENT
QUESTIONS
FOR
GOOGLE
GLASS
Visual
Change
Management
for
Dream
ValidaEon
TesEng

12. 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.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
hTp://twiTer.com/RodKuhnKing
Market
Segment
(Job-­‐To-­‐Get-­‐Done/Goal;
Product/Tool):
Record,
Organize,
Manage,
and/or
Evaluate
InformaEon

13. ENVIRONMENT
Business
Model
Canvas
For
Google
Glass
Global
Business
Model
(GBM)
Canvas:
Bird’s
Eye
View
Business
Model
Canvas
&
Environment
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing

14. ENVIRONMENT
Global
Business
Model
(GBM)
Canvas:
Bird’s
Eye
View
Business
Model
Canvas
&
Environment
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing

15. 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

16. 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

17. 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:
WEAKNESSES
(-­‐)
S:
STRENGTHS
(+)
O:
OPPORTUNITIES
(+)
T:
THREATS
(-­‐)
Business
Model
Canvas
&
Global
Environment
(Value
&
SWOT
Analysis)

18. 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:
Eliminate
I:
Increase
C:
Create
R:
Reduce
Business
Model
Canvas
&
Global
Environment
(“E.R.I.C.”
Value
Innova<on
Tac<cs)

19. 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
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
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)

20. 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)
Industry
Ecosystem
(IE):
Supply
(Suppliers
of
Wearable
Computers)
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
Telepathy
Wearable
(Ubiquitous/AR)
CompuLng
EvoluLon
of
Computers/Eyeglasses
Weak
Global
Economy
Sharing
Economy
GlobalizaLon
Social
Media/TV
CollaboraLon
Gov.
“Outlier-­‐Users”
of
Wearable
Computers
Users
of
Non-­‐Wearable
Computers
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
Ecosystem
(ME):
Demand
(Ideal
Final
Result:
“Free,
Perfect,
Now”;
Use
Cases)

21. 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
(-­‐)
Industry
Ecosystem
(IE):
Supply
(Suppliers
of
Wearable
Computers)
Market
Ecosystem
(ME):
Demand
(Ideal
Final
Result:
“Free,
Perfect,
Now”;
Use
Cases)
Key
Trends
&
Complementors
(KTC)
(Emergent
Jobs
To
Be
Done/Experiences)
Vuzix
Telepathy
Wearable
(Ubiquitous/AR)
CompuLng
EvoluLon
of
Computers/Eyeglasses
Weak
Global
Economy
Sharing
Economy
Social
Media/TV
CollaboraLon
“Outlier-­‐Users”
of
Wearable
Computers
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
Computers
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

22. 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
Power
of
Suppliers
Bargaining
Power
of
Customers
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

23. 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
Power
of
Suppliers
Bargaining
Power
of
Customers
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

24. 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.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing
Strategy
Short/Medium/Long-­‐term

25. 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.
rodkuhnhking@gmail.com
&
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?

26. Appendix
1
Classic
Value
Chain
(CVC)
Canvas
A
HolisEc
Approach
to
Value
Chain
and
Industry
AIracEveness
Analyses

27. ENVIRONMENT
Classic
Value
Chain
(CVC)
Canvas:
Bird’s
Eye
View
Classic
Value
Chain
Value
Chain
&
Environment
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing

28. 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
Support
AcEviEes
Primary
AcEviEes
PROFIT
MARGIN
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing
Source:
Porter,
M.
(1985)
CompeEEve
Advantage.
New
York:
Free
Press.

29. 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
Support
AcEviEes
Primary
AcEviEes
PROFIT
MARGIN
Classic
Value
Chain
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing
Source:
Porter,
M.
(1985)
CompeEEve
Advantage.
New
York:
Free
Press.

30. 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
Support
AcEviEes
Primary
AcEviEes
PROFIT
MARGIN
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing
Classic
Value
Chain
W:
WEAKNESSES
(-­‐)
S:
STRENGTHS
(+)
O:
OPPORTUNITIES
(+)
T:
THREATS
(-­‐)

31. 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
Support
AcEviEes
Primary
AcEviEes
PROFIT
MARGIN
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing
Classic
Value
Chain
E:
Eliminate
I:
Increase
C:
Create
R:
Reduce

32. Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
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
Support
AcEviEes
Primary
AcEviEes
PROFIT
MARGIN
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing
Classic
Value
Chain

33. Bargaining
Power
of
Suppliers
Bargaining
Power
of
Customers
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
Support
AcEviEes
Primary
AcEviEes
PROFIT
MARGIN
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing
Classic
Value
Chain

34.
Classic
Value
Chain
(CVC)
Canvas:
Fractal
Hierarchy
for
Determining
Value
Chain
Fitness
Environment
Classic
Value
Chain
World
(Global)
Industry
Sector
(Locality/Supply
Chain)
Region
Suppliers
Customers
SubsLtutes
(In/Direct
CompeEtors)
New
Entrants
(PotenEal
CompeEtors)
NaNon
(Economy/
Value
Network)
W:
WEAKNESSES
(-­‐)
S:
STRENGTHS
(+)
O:
OPPORTUNITIES
(+)
T:
THREATS
(-­‐)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hTp://businessmodels.ning.com
&
hTp://twiTer.com/RodKuhnKing

35.
Classic
Value
Chain
(CVC)
Canvas:
Fractal
Hierarchy
for
Determining
Value
Chain
Fitness
Environment
Classic
Value
Chain
World
(Global)
Industry
Sector
(Locality/Supply
Chain)
Region
Suppliers
Customers
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
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing
NaNon
(Economy/
Value
Network)

36. 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.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing
Strategy
Short/Medium/Long-­‐term

37. 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.
rodkuhnhking@gmail.com
&
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?

38. Appendix
2
Modern
Value
Chain
(MVC)
Canvas
A
HolisEc
Approach
to
Value
Chain
and
Industry
AIracEveness
Analyses

39. ENVIRONMENT
Modern
Value
Chain
(MVC)
Canvas:
Bird’s
Eye
View
Modern
Value
Chain
Value
Chain
&
Environment
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing

40. ENVIRONMENT
Modern
Value
Chain
(MVC)
Canvas:
Bird’s
Eye
View
Value
Chain
&
Environment
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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?

41.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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

42.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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)

43.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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)

44.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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)

45.
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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)

46. ENVIRONMENT
Modern
Value
Chain
(MVC)
Canvas:
Eagle’s
Eye
View
Value
Chain
&
Environment
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing
VALUE
CREATION
MODEL
VALUE
PROPOSITION
MODEL
PROFIT
MODEL
MODERN
VALUE
CHAIN

47. Value
Chain
&
Global
Environment
(Value
&
SWOT
Analysis)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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:
WEAKNESSES
(-­‐)
S:
STRENGTHS
(+)
O:
OPPORTUNITIES
(+)
T:
THREATS
(-­‐)

48. Value
Chain
&
Global
Environment
(“E.R.I.C.”
Value
Innova<on
Tac<cs)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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:
Eliminate
I:
Increase
C:
Create
R:
Reduce

49. Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
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.
rodkuhnhking@gmail.com
&
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

50. Bargaining
Power
of
Suppliers
Bargaining
Power
of
Customers
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.
rodkuhnhking@gmail.com
&
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

51. Bargaining
Power
of
Suppliers
Bargaining
Power
of
Customers
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.
rodkuhnhking@gmail.com
&
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

52. Value
Chain
&
Industry
Environment
(Porter’s
5
Forces
for
Industry
Profitability
&
Fitness
Analysis)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
(-­‐/+)
Macro-­‐Economic
Influencers
(MEI):
Global
Economy

53. Value
Chain
&
Industry
Environment
(“E.R.I.C.”
Valua<on
Innova<on
Tac<cs)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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:
Eliminate
I:
Increase
C:
Create
R:
Reduce

54. Value
Chain
&
Industry
Environment
(Value
&
SWOT
Analysis)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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:
WEAKNESSES
(-­‐)
S:
STRENGTHS
(+)
O:
OPPORTUNITIES
(+)
T:
THREATS
(-­‐)

55. Value
Chain
&
Industry
Environment
(Porter’s
5
Forces
for
Industry
Profitability
&
Fitness
Analysis)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
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

56.
Modern
Value
Chain
(MVC)
Canvas:
Fractal
Hierarchy
for
Determining
Value
Chain
Fitness
Environment
Modern
Value
Chain
World
(Global)
Industry
Sector
(Locality/Supply
Chain)
Region
Suppliers
Customers
SubsLtutes
(In/Direct
CompeEtors)
New
Entrants
(PotenEal
CompeEtors)
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing
NaNon
(Economy/
Value
Network)
W:
WEAKNESSES
(-­‐)
S:
STRENGTHS
(+)
O:
OPPORTUNITIES
(+)
T:
THREATS
(-­‐)

57.
Modern
Value
Chain
(MVC)
Canvas:
Fractal
Hierarchy
for
Determining
Value
Chain
Fitness
Environment
Modern
Value
Chain
World
(Global)
Industry
Sector
(Locality/Supply
Chain)
Region
Suppliers
Customers
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
Industry
Ecosystem
(IE):
Supply
Market
Ecosystem
(ME):
Demand
Key
Trends
&
Complementors
(KTC):
PESTLIED
#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing
NaNon
(Economy/
Value
Network)

58. 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.
rodkuhnhking@gmail.com
&
hUp://businessmodels.ning.com
&
hUp://twiUer.com/RodKuhnKing
Strategy
Short/Medium/Long-­‐term

59. 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.
rodkuhnhking@gmail.com
&
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?