Business Plan vs. Business Model vs. Strategy. Eliminate the Blah-Blah-Blah in Startups & Companies
21
Worldclass Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing Business Plan vs. Business Model vs. Strategy Business Plan Circle PLAN (VISION) BUSINESS MODEL Value ProposiSon STRATEGY HOW? WHAT? Exactly How? WHY? ORGANIZATION (Project: Product/ Service)
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Transcript of Business Plan vs. Business Model vs. Strategy. Eliminate the Blah-Blah-Blah in Startups & Companies
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Business Plan vs. Business Model vs. Strategy Business Plan Circle
PLAN (VISION)
BUSINESS MODEL
Value ProposiSon
STRATEGY
HOW?
WHAT?
Exactly How?
WHY?
ORGANIZATION (Project: Product/ Service)
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Business Plan vs. Business Model vs. Strategy Business Plan Circle
PLAN (VISION)
BUSINESS MODEL
Value ProposiSon
STRATEGY
HOW?
WHAT?
Exactly How?
WHY?
Bo=om (OperaAonal; Emergent)
Top (Visionary; Deliberate)
Man
agem
ent
ORGANIZATION (Project: Product/ Service)
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Business Plan vs. Business Model vs. Strategy Business Plan Circle
PLAN (VISION)
BUSINESS MODEL
Value ProposiSon
STRATEGY
HOW?
WHAT?
Exactly How?
WHY?
ENVIRONMENT (MARKET/INDUSTRY:
Un/Predictability)
Bo=om (OperaAonal; Emergent)
Top (Visionary; Deliberate)
Man
agem
ent
ORGANIZATION (Project: Product/ Service)
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Business Plan vs. Business Model vs. Strategy Business Plan Circle
PLAN (VISION)
BUSINESS MODEL
Value ProposiSon
STRATEGY
HOW?
WHAT?
Exactly How?
WHY?
ENVIRONMENT (MARKET/INDUSTRY:
Un/Predictability)
Bo=om (OperaAonal; Emergent)
Top (Visionary; Deliberate)
Man
agem
ent
ORGANIZATION (Project: Product/ Service) Internal
(Inside OrganizaAon)
External (Outside
OrganizaAon)
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Business Plan vs. Business Model vs. Strategy Why vs. What vs. How = Storyboard vs. Panel vs. Method = Script vs. Plot vs. Process
Business Model “Business Model” maps the logic of
how a business sustainably makes profit
Business Plan “Business Plan” describes, from present to future,
how a business sustainably makes profit
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Business Plan vs. Business Model vs. Strategy Why vs. What vs. How = Storyboard vs. Panel vs. Method = Script vs. Plot vs. Process
Business Model “Business Model” maps the logic of
how a business sustainably makes profit
Business Plan “Business Plan” describes, from present to future,
how a business sustainably makes profit
Storyboa
rd
Present Business Model
Future Business Model
“Red Ocean” Resources (Facts)
“Blue Ocean” Resources (Vision/Hypotheses)
BUSINESS PLAN (NormaAve)
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Business Plan vs. Business Model vs. Strategy Why vs. What vs. How = Storyboard vs. Panel vs. Method = Script vs. Plot vs. Process
Business Model “Business Model” maps the logic of
how a business sustainably makes profit
Business Plan “Business Plan” describes, from present to future,
how a business sustainably makes profit
S: Supplier
C: Customer
Product/Service
Payment
Storyboa
rd
Pane
l (Unit)
Present Business Model
Future Business Model
“Red Ocean” Resources (Facts)
“Blue Ocean” Resources (Vision/Hypotheses)
BUSINESS PLAN (NormaAve)
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Business Plan vs. Business Model vs. Strategy Why vs. What vs. How = Storyboard vs. Panel vs. Method = Script vs. Plot vs. Process
Business Model “Business Model” maps the logic of
how a business sustainably makes profit
Business Plan “Business Plan” describes, from present to future,
how a business sustainably makes profit
S: Supplier
C: Customer
Product/Service
Payment
Storyboa
rd
PLAN
NING
IMPLEM
ENTA
TION
STAT
US of BUSINESS PR
OJECT
at a
given Ame (Frame/“Xray”)
Pane
l (Unit)
Present Business Model
Future Business Model
“Red Ocean” Resources (Facts)
“Blue Ocean” Resources (Vision/Hypotheses)
BUSINESS PLAN (NormaAve)
Where must organizaRon go?
Where currently is organizaRon?
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Business Plan vs. Business Model vs. Strategy Why vs. What vs. How = Storyboard vs. Panel vs. Method = Script vs. Plot vs. Process
Business Model “Business Model” maps the logic of
how a business sustainably makes profit
Business Plan “Business Plan” describes, from present to future,
how a business sustainably makes profit
S: Supplier
C: Customer
Product/Service
Payment
Storyboa
rd
PLAN
NING
IMPLEM
ENTA
TION
STAT
US of BUSINESS PR
OJECT
at a
given Ame (Frame/“Xray”)
Pane
l (Unit)
Present Business Model
Future Business Model
“Red Ocean” Resources (Facts)
“Blue Ocean” Resources (Vision/Hypotheses)
BUSINESS PLAN (NormaAve)
Where must organizaRon go?
Where currently is organizaRon?
Strategy
(OTHER Loop)
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Business Plan vs. Business Model vs. Strategy Why vs. What vs. How = Storyboard vs. Panel vs. Method = Script vs. Plot vs. Process
Business Model “Business Model” maps the logic of
how a business sustainably makes profit
Business Plan “Business Plan” describes, from present to future,
how a business sustainably makes profit
S: Supplier
C: Customer
Product/Service
Payment
Storyboa
rd
PLAN
NING
IMPLEM
ENTA
TION
STAT
US of BUSINESS PR
OJECT
at a
given Ame (Frame/“Xray”)
Pane
l (Unit)
Present Business Model
Future Business Model
“Red Ocean” Resources (Facts)
“Blue Ocean” Resources (Vision/Hypotheses)
BUSINESS PLAN (NormaAve)
Where must organizaRon go?
Where currently is organizaRon?
Strategy
(OTHER Loop)
How to get there (win)?
(What benefit/cost?)
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Business Plan vs. Business Model vs. Strategy Why vs. What vs. How = Storyboard vs. Panel vs. Method = Script vs. Plot vs. Process
Business Model “Business Model” maps the logic of
how a business sustainably makes profit
Business Plan “Business Plan” describes, from present to future,
how a business sustainably makes profit
S: Supplier
C: Customer
Product/Service
Payment
Storyboa
rd
PLAN
NING
IMPLEM
ENTA
TION
STAT
US of BUSINESS PR
OJECT
at a
given Ame (Frame/“Xray”)
Pane
l (Unit)
Present Business Model
Future Business Model
“Red Ocean” Resources (Facts)
“Blue Ocean” Resources (Vision/Hypotheses)
BUSINESS PLAN (NormaAve)
Where must organizaRon go?
Where currently is organizaRon?
Strategy
(OTHER Loop)
How to get there (win)?
(What benefit/cost?)
ENVIRONMENT
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
S: Supplier
C: Customer
Business Plan vs. Business Model vs. Strategy Why vs. What vs. How = Storyboard vs. Panel vs. Method = Script vs. Plot vs. Process
Product/Service
Payment
Business Model “Business Model” maps the logic of
how a business sustainably makes profit
Business Plan “Business Plan” describes, from present to future,
how a business sustainably makes profit
Where must organizaRon go?
Present Business Model
Future Business Model
Strategy
(OTHER Loop)
Where currently is organizaRon?
ExperimentaSon Mindset: Startup
(Project: Milestones/TacScs/Product) Storyboa
rd
PLAN
NING
IMPLEM
ENTA
TION
STAT
US of BUSINESS PR
OJECT
at a
given Ame (Frame/“Xray”)
Pane
l (Unit)
ENVIRONMENT
ExecuSon Mindset: Company
BUSINESS PLAN (NormaAve)
How to get there (win)?
(What benefit/cost?)
“Red Ocean” Resources (Facts)
“Blue Ocean” Resources (Vision/Hypotheses)
Business Plan Metamorphosis 5 Stages/Forms in the Lifecycle of a Business Plan
A Business Plan is a “Living” Document
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Unpredictable Environment
Predictable Environment ORGANIZATION
Business Plan Metamorphosis 5 Stages/Forms in the Lifecycle of a Business Plan
A Business Plan is a “Living” Document
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Unpredictable Environment
Predictable Environment ORGANIZATION
Low Uncertainty/ Risk
Extreme Uncertainty/ Risk
Business Plan Metamorphosis 5 Stages/Forms in the Lifecycle of a Business Plan
A Business Plan is a “Living” Document
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Unpredictable Environment
Predictable Environment ORGANIZATION
Low Uncertainty/ Risk
Extreme Uncertainty/ Risk
Novel Problems ConAnuous Innova3on Culture/Habit
RouSne Problems ConAnuous Improvement Culture/Habit
Business Plan Metamorphosis 5 Stages/Forms in the Lifecycle of a Business Plan
A Business Plan is a “Living” Document
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Unpredictable Environment
Predictable Environment ORGANIZATION
Low Uncertainty/ Risk
Extreme Uncertainty/ Risk
Problem-‐SoluAon Fit
Business Model Fit/ Scaling
Product-‐Market Fit
Shaping Bus. Plan
AdapRve Bus. Plan
Visionary Bus. Plan
Classic Bus. Plan
Renewal Bus. Plan
O.T.H.E.R. Loop
Hypothesize & Experiment (Lean Startup/EffectuaAon Project)
Plan & Execute (Six Sigma/Planning Project)
Novel Problems ConAnuous Innova3on Culture/Habit
RouSne Problems ConAnuous Improvement Culture/Habit
STARTUP (Minimum Viable
Business Model: MVBM)
COMPANY (Maximum Awesome
Business Model: MABM)
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Business Problem Metamorphosis Tools
A Business Plan is a “Living” Document
STAR
TUP
COMPA
NY
Transi3on
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
Business Problem Metamorphosis Tools
A Business Plan is a “Living” Document
STAR
TUP
COMPA
NY
Complex Problem q Unknown Market q Known Product
Chao3c (Wicked) Problem q Unknown Market q Unknown Product
Stable (Tame) Problem q Known Market q Known Product
Simple Problem q Known Market q Unknown Product
Disorder
Transi3on
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
SHAPING BUSINESS PLAN
ADAPTIVE BUSINESS PLAN
CLASSIC BUSINESS PLAN
VISIONARY BUSINESS PLAN
Business Problem Metamorphosis Tools
A Business Plan is a “Living” Document
RENEWAL BUSINESS PLAN
STAR
TUP
Complex Problem q Unknown Market q Known Product
Chao3c (Wicked) Problem q Unknown Market q Unknown Product
Stable (Tame) Problem q Known Market q Known Product
Simple Problem q Known Market q Unknown Product
Disorder
Transi3on
COMPA
NY
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
CLASSIC BUSINESS PLAN
VISIONARY BUSINESS PLAN
Business Problem Metamorphosis Tools
A Business Plan is a “Living” Document
Product-‐Market Fit
Prob
lem-‐SoluA
on Fit
(Business M
odel Disc
overy)
Busin
ess M
odel Fit/Scaling
(Business M
odel ExecuAo
n)
STAR
TUP
Complex Problem q Unknown Market q Known Product
Chao3c (Wicked) Problem q Unknown Market q Unknown Product
Stable (Tame) Problem q Known Market q Known Product
Simple Problem q Known Market q Unknown Product
SHAPING BUSINESS PLAN
ADAPTIVE BUSINESS PLAN
Disorder
Transi3on
RENEWAL BUSINESS PLAN
COMPA
NY
World-‐class Coaching on Lean Startup & Customer Growth Hacking for Less Than $10/Month: h9p://businessmodels.ning.com Business Strategy Coach. Dr. Rod King. [email protected] & hFp://businessmodels.ning.com & hFp://twiFer.com/RodKuhnKing
CLASSIC BUSINESS PLAN
VISIONARY BUSINESS PLAN
Business Problem Metamorphosis Tools
A Business Plan is a “Living” Document
PRODUCT
BUSINESS MODEL
STRATEGY
VISION
PROBLEM
Value Engine Map
S: Supplier
C: Customer
Business Model Strip
TradiSonal Business Plan
Product-‐Market Fit
Prob
lem-‐SoluA
on Fit
(Business M
odel Disc
overy)
Busin
ess M
odel Fit/Scaling
(Business M
odel ExecuAo
n)
Problem-‐Vision Pyramid
STAR
TUP
Complex Problem q Unknown Market q Known Product
Chao3c (Wicked) Problem q Unknown Market q Unknown Product
Stable (Tame) Problem q Known Market q Known Product
Simple Problem q Known Market q Unknown Product
SHAPING BUSINESS PLAN
ADAPTIVE BUSINESS PLAN
Disorder
RENEWAL BUSINESS PLAN
COMPA
NY
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