Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?

Burn the BUSINESS MODEL CANVAS,
Burn the LEAN CANVAS

BUSINESS MODEL CANVAS/LEAN CANVAS
(9 Building Blocks)
RAPID BUSINESS MODEL MAPPING, PROTOTYPING, AND TESTING
For Rapid Organiza.onal Innova.on & Improvement


(9 Building Blocks)
WHY Burn the BUSINESS MODEL
CANVAS (BMC) & LEAN CANVAS (LC)?



(9 Building Blocks)
WHY Burn the BUSINESS MODEL
CANVAS (BMC) & LEAN CANVAS (LC)?
q  The theory behind the arrangement of topics on the
Business Model Canvas and Lean Canvas is not clear;
canvases encourage “flat” rather than “mulMlevel”
thinking; many canvases are therefore underu<lized
q  FixaMon on the ‘box’ of the Business Model Canvas
and Lean Canvas has limited innova<on on tools for
business model visualiza<on and project management
q  With 9 Building Blocks, a Business Model Canvas or
Lean Canvas is difficult to quickly reproduce, draw, or
sketch; no visual hierarchy or process in layout
q  The 9 topics of the Business Model Canvas or Lean
Canvas are difficult to understand and apply; too
much informa6on for ini6al conceptual thinking
q  Topics also focus on business profitability & neglect
social and environmental values
q  Business Model Canvas and Lean Canvas are
opMmized for visually modeling 1-sided market. A
canvas becomes increasingly complex when pla<orms
(2/mul6sided markets) are being visualized or modeled
q  The tessellated paHern of the layout of the Business
Model Canvas or Lean Canvas does not explicitly
consider links between building blocks or
stakeholders

(9 Building Blocks)
Learning How to Use and Master
The Business Model Canvas & Lean Canvas
May be a Huge Waste of Money, Energy, and Time

(9 Building Blocks)
Both the Business Model Canvas and
Lean Canvas
are
BEING DISRUPTED

(9 Building Blocks)
Both the Business Model Canvas and
Lean Canvas
are
In the
Business of “GOAL ACHEIVEMENT”
But
They Don’t Yet Realize It


(9 Building Blocks)
BUSINESS MODEL STRIP
(“Exchange Pipe”: 1 Strip & 4 Nodes; Product Line;
Stripped & Dynamic Project Canvas)

Business Model Strip
(1 Strip & 4 Nodes)

World’s First So`ware for Ideal Community Pain Solving & Design (CPSD)
“Eliminate Pain. Accelerate Learning.” Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing
Why Every Living System on the Planet Uses a BUSINESS MODEL STRIP
(“Exchange Pipe”: 1 Strip & 4 Nodes;
Product Line;

Subject
Object
SUBJECT BEHAVIOR LOOP (STRIP)
(SentenceStrip =
SubjectPhrase + VerbPhrase + ObjectPhrase)

Product Line;
Verb
(Ac6on; “Hires”)

Subject
Object
(SentenceStrip =

Product Line;
Stake-
holder
(Result)
Verb

Subject
Object
(SentenceStrip =

Product Line;
Stake-
holder
(Result)
Verb
Channel
(Place)

Subject
Object
Feedback (Reac6on; Cue): -/+
(SentenceStrip =

Product Line;
Stake-
holder
(Result)
Verb
Channel
(Place)

Subject
Object
Subject Verb
(Ac6on)
Stake-
holder
Object
Channel
Value
Creator
(Sender/
Input)
Process
(Ac6on)
Value
Recipient
(Receiver)
Channel
Feedback (Reac6on)
Output
(Tool)
Feedback (Reac6on; Cue): -/+ Feedback (Reac6on; Cue): -/+
(SentenceStrip =

Product Line;
Stake-
holder
(Result)
Verb
Channel
(Place)

Subject
Object
Subject Verb
(Ac6on)
Stake-
holder
Object
Channel
Value
Creator
(Sender/
Input)
Process
(Ac6on)
Value
Recipient
(Receiver)
Value
Creator
(Sender/
Input)
Process
(Ac6on)
Value
Recipient
(Receiver)
Channel
Channel
Output
(Tool)
Output (Tool)
(SentenceStrip =

Product Line;
Stake-
holder
(Result)
Verb
Channel
(Place)

Subject
Object
Subject Verb
(Ac6on)
Stake-
holder
Object
Channel
Value
Creator
(Sender/
Input)
Process
(Ac6on)
Value
Recipient
(Receiver)
Value
Creator
(Sender/
Input)
Process
(Ac6on)
Value
Recipient
(Receiver)
Channel
Channel
Output
(Tool)
Output (Tool)
(SentenceStrip =

Product Line;
EMOTION: -/+
(Energy)
Stake-
holder
(Result)
Verb
Channel
(Place)

Value
Creator
(Sender/
Input)
Process
(Ac6on)
Value
Recipient
(Receiver)
Value
Creator
(Sender/
Input)
Process
(Ac6on)
Value
Recipient
(Receiver)
Channel
Channel
Output
(Tool)
Output (Tool)
Product Line;

Value
Creator
(Sender/
Input)
Process
(Ac6on)
Value
Recipient
(Receiver)
Value
Creator
(Sender/
Input)
Process
(Ac6on)
Value
Recipient
(Receiver)
Channel
Channel

Value
Reci-
pient
Out-
put
Chan
-nels
Value
Creator
(Input)
Pro-
cess
Output
(Tool)
Output (Tool)
Feedback (Cue; Impact: -/+)
Product Line;

Value
Creator
(Sender/
Input)
Process
(Ac6on)
Value
Recipient
(Receiver)
Value
Creator
(Sender/
Input)
Process
(Ac6on)
Value
Recipient
(Receiver)
Channel
Channel

Value
Creator
(Input)
Value
Reci-
pient
Out-
put
Pro-
cess
Chan
-nels
Output
(Tool)
Output (Tool)
Product Line;

Value
Creator
(Sender/
Input)
Process
(Ac6on)
Value
Recipient
(Receiver)
Output
(Tool)
Value
Creator
(Sender/
Input)
Process
(Ac6on)
Value
Recipient
(Receiver)
Output (Tool)
Channel
Channel

Value
Creator
(Input)
Value
Reci-
pient
Out-
put
Pro-
cess
Chan
-nels
Subject
Object
Product Line;
EMOTION: -/+
(Energy)
Stake-
holder
(Result)
Verb
Channel
(Place)

q  Future (To Do) q  Present (Doing) q  Past (Done)
Channels
VC VR O F VALUE
RECIPIENT (VR)
q  Persona or Proﬁle
q  Job To Get Done
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
OUTPUT (TOOL)-(O)
q  Func<onality
q  Trade-oﬀ (-/+)
q  Pain Relievers
q  Delight Creators
q  Pain Creators
FEEDBACK (F)
(Reac<on)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
q  Happiness (+/-:
Delight/Pain)
q  Partners; Investor
WHEN:
Business Model Strip (Stripped & Dynamic Project Canvas; Business Language System; Pipe)
Fastest Way to Describe, Map, Prototype, and Test
How a Business Model (System) Achieves Goals & New Year’s Resolu6ons
WHERE: …..........................................................................................

8 Reasons WHY You Must Use the
BUSINESS MODEL STRIP … Now!

Why Must You Use the BUSINESS MODEL STRIP?

8 Reasons WHY You Must Use the
BUSINESS MODEL STRIP … Now!
q  Business Model Strip (BMS) is easier and faster to use
thereby saving users signiﬁcant amount of money,
energy, and Mme in projects; applicable to all orgs.
q  BMS visualizes a Minimum Viable Living System or
Product Line
q  BMS can be used as a tool for achieving any goal
q  The schema, structure, and layout of the Business
Model Strip are universal and used for visual modeling
in many disciplines including Physics, Civil Engineering,
Systems Thinking, Cyberne6cs, TQM, Communica6on,
Conversa6on; Economic Systems, and Graph Theory
q  The logic behind the arrangement of “nodes” is
intuiMve and based on Systems Thinking
q  Business Model Strip is the fundamental building
block of a plahorm or 2/mulMsided market (which
consists of two or more pipes/Business Model Strips)
q  Nota<on system of the Business Model Strip is
scalable: can be used for n-sided markets or plahorms
where n ranges from 1 to virtual inﬁnity
q  When one is familiar with the logic of the Business
Model Strip, it can be used without textual
descripMons, that is, it can be en<rely graphical; use of
strip is driven by Pain-Plan-Do-Review (PPDR) Cycle
Why Must You Use the BUSINESS MODEL STRIP?

VC VR O F
WHEN:
WHERE: …..........................................................................................

5 QUESTIONS FOR DESCRIBING, MAPPING, AND PROTOTYPING ANY BUSINESS MODEL

q  WHO provides or creates value?

q  FOR WHOM is value provided or delivered?

q  WHAT is oﬀered to Value Recipient?

q  WHAT does the Value Creator get in return from Value Recipient?

q  HOW does the Value Creator create, deliver, and capture/share value?

VC VR O F
WHEN:
WHERE: …..........................................................................................


Value Creator

Value Recipient

Output

Feedback (Impact: -/+; Experience; Product-Informa<on-Goods-Services (PIGS))

Resources; Processes; Values (RPV); Channels; Partners

VC VR O F
WHEN:
WHERE: …..........................................................................................

FEEDBACK OUTPUT
VALUE
CREATOR
VALUE
RECIPIENT
Channels

Value Creator

Value Recipient

Output



VC VR O F
WHEN:
WHERE: …..........................................................................................

FEEDBACK
(Reac<on)
OUTPUT
(TOOL)
VALUE
CREATOR
VALUE
RECIPIENT
Channels

Value Creator

Value Recipient

Output



VC VR O F
WHEN:
WHERE: …..........................................................................................

VALUE
CREATOR
VALUE
RECIPIENT
Channels


Value Creator

Value Recipient

Output



FEEDBACK
(Reac<on)
OUTPUT
(TOOL)
VC VR O F
WHEN:
WHERE: …..........................................................................................


Value Creator

Value Recipient

Output



VALUE
CREATOR
VALUE
RECIPIENT
Channels

Value
Creator
FEEDBACK
(Reac<on)
OUTPUT
(TOOL)
VC VR O F
WHEN:
WHERE: …..........................................................................................


Value Creator

Value Recipient

Output



VALUE
CREATOR
VALUE
RECIPIENT
Channels

Value
Creator
Value
Reci-
pient
FEEDBACK
(Reac<on)
OUTPUT
(TOOL)
VC VR O F
WHEN:
WHERE: …..........................................................................................


Value Creator

Value Recipient

Output



VALUE
CREATOR
VALUE
RECIPIENT
Channels

Value
Creator
Value
Reci-
pient
Out-
put
FEEDBACK
(Reac<on)
OUTPUT
(TOOL)
VC VR O F
WHEN:
WHERE: …..........................................................................................


Value Creator

Value Recipient

Output



VALUE
CREATOR
VALUE
RECIPIENT
Channels

Value
Creator
Value
Reci-
pient
Out-
put
Part-
ners
Chan
-nels
FEEDBACK
(Reac<on)
OUTPUT
(TOOL)
VC VR O F
WHEN:
WHERE: …..........................................................................................

Background
Origin of the Business Model Strip

WHO WHAT HOW WHY
WHEN:
WHERE: …..........................................................................................

VC VR O F
WHO WHAT HOW WHY
WHEN:
WHERE: …..........................................................................................

VC VR O F
WHEN:
WHERE: …..........................................................................................

VC VR O F

OBJECT VERB SUBJECT
WHEN:
WHERE: …..........................................................................................

VC VR O F
SUBJECT:
Costs:
$; Non-$
VERB
(Process/
Ac6on;

“hires”)

OBJECT
(Product)
WHEN:
WHERE: …..........................................................................................

Customer
VC VR O F
SUBJECT:
Costs:
$; Non-$
VERB
(Process/
Ac6on;

“hires”)

OBJECT
(Product)
WHEN:
WHERE: …..........................................................................................

Customer
Channels
VC VR O F
SUBJECT:
Costs:
$; Non-$
VERB
(Process/
Ac6on;

“hires”)

OBJECT
(Product)
WHEN:
WHERE: …..........................................................................................

Customer
Channels

Beneﬁts:
$; Non-$
VC VR O F
SUBJECT:
Costs:
$; Non-$
VERB
(Process/
Ac6on;

“hires”)

OBJECT
(Product)
WHEN:
WHERE: …..........................................................................................

OUTPUT (O)
Channels
Customer

Beneﬁts:
$; Non-$
VC VR O F
SUBJECT:
Costs:
$; Non-$
VALUE
CREATOR (VC)
VALUE
RECIPIENT (VR)
VERB
(Process/
Ac6on;

“hires”)

OBJECT
(Product)
FEEDBACK (F)
(Reac<on)
WHEN:
WHERE: …..........................................................................................

Channels
Customer

Beneﬁts:
$; Non-$
VC VR O F
SUBJECT:
Costs:
$; Non-$
OUTPUT (O)
VALUE
CREATOR (VC)
VALUE
RECIPIENT (VR)
VERB
(Process/
Ac6on;

“hires”)

OBJECT
(Product)
FEEDBACK (F)
(Reac<on)
WHEN:
WHERE: …..........................................................................................
EMOTION: -/+
(Energy)

Channels
Customer

Beneﬁts:
$; Non-$
OUTPUT (TOOL)-(O)
q  Func<onality
q  Pain Relievers
q  Pain Creators
VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
VC VR O F
SUBJECT:
Costs:
$; Non-$
VERB
(Process/
Ac6on;

“hires”)

OBJECT
(Product)
FEEDBACK (F)
(Reac<on)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:
WHERE: …..........................................................................................
EMOTION: -/+
(Energy)

Channels
VC VR O F
OUTPUT (O)
VALUE
CREATOR (VC)
VALUE
RECIPIENT (VR)
FEEDBACK (F)
(Reac<on)
WHEN:
WHERE: …..........................................................................................

VC VR O F VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:
WHERE: …..........................................................................................

VC VR O F VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:
WHERE: …..........................................................................................

VC VR O F
OUTPUT (TOOL)-(O)
VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:
WHERE: …..........................................................................................

Channels
VC VR O F
OUTPUT (TOOL)-(O)
VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:
WHERE: …..........................................................................................

Channels
VC VR O F
OUTPUT (TOOL)-(O)
VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
FEEDBACK (F)
(Reac<on)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:
WHERE: …..........................................................................................

Channels
VC VR O F VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
OUTPUT (TOOL)-(O)
q  Func<onality
q  Pain Relievers
q  Pain Creators
FEEDBACK (F)
(Reac<on)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:
WHERE: …..........................................................................................

Channels
OUTPUT (TOOL)-(O)
q  Func<onality
q  Pain Relievers
q  Pain Creators

Beneﬁts:
$; Non-$
Customer Provider:
Costs: $; Non-$

Value Prop./Product
VC VR O F VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
FEEDBACK (F)
(Reac<on)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:
WHERE: …..........................................................................................

Channels
Customer

Value Prop./Product
Value for Stakeholder
TOOL-CUSTOMER FITNESS (TCF) WINDOW
(Problem-Solu<on, Trade-oﬀ, or Product-Market Fitness

Beneﬁts:
$; Non-$
Provider:
Costs: $; Non-$
VC VR O F
OUTPUT (TOOL)-(O)
q  Func<onality
q  Pain Relievers
q  Pain Creators
VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
FEEDBACK (F)
(Reac<on)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:
WHERE: ….........................................................

Customer

Value Prop./Product
Channels
TRIPLE HAPPINESS EXPERIENCE (THE) WINDOW
(Tri-Happiness or Tri-Beneﬁt Cost Analysis)
Value for Stakeholder Tri-Value for Organiza<on: Financial/
Social/Environmental Value

Beneﬁts:
$; Non-$
Provider:
Costs: $; Non-$
VC VR O F
OUTPUT (TOOL)-(O)
q  Func<onality
q  Pain Relievers
q  Pain Creators
FEEDBACK (F)
(Reac<on)
VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)

APPLE’S BUSINESS MODEL STRIP: Classic iPod
Provider: Apple
Costs: $; Non-$
VC VR O F
OUTPUT (TOOL)-(O)
q  Func<onality
q  Pain Relievers
q  Pain Creators
VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
WHERE: Music Industry
(Digital Music Players)
FEEDBACK (F)
(Reac<on)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:

Customer: Music Lover
VC VR O F
Provider: Apple
Costs: $; Non-$
OUTPUT (TOOL)-(O)
q  Func<onality
q  Pain Relievers
q  Pain Creators
VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
FEEDBACK (F)
(Reac<on)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:

Value Prop./Product:
Classic iPod Customer: Music Lover
“A Thousand Songs in
Your Pocket”
VC VR O F
Provider: Apple
Costs: $; Non-$
OUTPUT (TOOL)-(O)
q  Func<onality
q  Pain Relievers
q  Pain Creators
VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
FEEDBACK (F)
(Reac<on)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:

Apple.com
Apple Stores
Retailers
Your Pocket”
VC VR O F
Provider: Apple
Costs: $; Non-$
OUTPUT (TOOL)-(O)
q  Func<onality
q  Pain Relievers
q  Pain Creators
VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
FEEDBACK (F)
(Reac<on)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:

Apple.com
Apple Stores
Retailers
Your Pocket”
Revenue ($):
Asset (Product)
Sale
VC VR O F
Provider: Apple
Costs: $; Non-$
OUTPUT (TOOL)-(O)
q  Func<onality
q  Pain Relievers
q  Pain Creators
VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
FEEDBACK (F)
(Reac<on)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:

Apple.com
Apple Stores
Retailers
Revenue ($):
Asset (Product)
Sale
Your Pocket”
VC VR O F
Provider: Apple
Costs: $; Non-$
OUTPUT (TOOL)-(O)
q  Func<onality
q  Pain Relievers
q  Pain Creators
VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
FEEDBACK (F)
(Reac<on)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:

Apple.com
Apple Stores
Retailers
Your Pocket”
Tri-Value for Organiza<on: Financial/
Social/Environmental Value
TRIPLE HAPPINESS EXPERIENCE (THE) WINDOW
(Tri-Happiness or Tri-Beneﬁt Cost Analysis)
Revenue ($):
Asset (Product)
Sale
VC VR O F
Provider: Apple
Costs: $; Non-$
OUTPUT (TOOL)-(O)
q  Func<onality
q  Pain Relievers
q  Pain Creators
VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
FEEDBACK (F)
(Reac<on)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:

Channels
Customer

Beneﬁts:
$; Non-$
Classic iPod
Music Lover
Your Pocket”
Provider: Apple
Costs: $; Non-$
VC VR O F
SUBJECT:
Costs:
$; Non-$
OUTPUT (TOOL)-(O)
q  Func<onality
q  Pain Relievers
q  Pain Creators
VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
VERB
(Process/
Ac6on;

“hires”)

OBJECT
(Product)
FEEDBACK (F)
(Reac<on)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:
EMOTION: -/+
(Energy)

Fastest Way to Map, Prototype, and Test Business Models That Achieve Goals: Business Model Canvas vs. Business Model Strip
Why Draw 9 Building Blocks for Your Business Model … When You Can Just Draw 1 Business Model Strip
Alexander Osterwalder’s
BUSINESS MODEL CANVAS (For-Proﬁt)

Rod King’s
BUSINESS MODEL STRIP (For-Proﬁt Pipe)

BUSINESS MODEL STRIP (Minimum Viable Pipe)

KP

KA

VP CR CS
KR CH
C$

R$
KEY

q  CS: Customer Segment
q  CH: Channels
q  CR: Customer Rela<onships
q  VP: Value Proposi<on
q  KA: Key Ac<vi<es
q  KR: Key Resources
q  KP: Key Partners
q  C$: Cost Structure
q  R$: Revenue Streams
Stakeholder: ….......................................
Job To Get Done (JTGD): …....................
Pain/Delight (-/+): .................................
Pain Solving QuesMon (PSQ): ...............
CS
CR
CH
VP R$
KA
KR
KP
C$
Business Model Canvas (BMC) Strip
Output Feedback
Channel
Value Creator
(Resources; Processes; Values)
Value Recipient
(Stakeholder: -/+)
WHEN:

Fastest Way to Map, Prototype, and Test Business Models That Achieve Goals: Lean Canvas vs. Business Model Strip
Why Draw 9 Building Blocks for Your Business Model … When You Can Just Draw 1 Business Model Strip
Ash Maurya’s
LEAN CANVAS

Rod King’s
BUSINESS MODEL STRIP (For-Proﬁt Pipe)

BUSINESS MODEL STRIP (Minimum Viable Pipe)

Prob

Soln

VP UA CS
KM CH
C$

R$
KEY

q  CS: Customer Segment
q  CH: Channels
q  UA: Unfair Advantages
q  VP: Value Proposi<on
q  Soln: Solu<on
q  KM: Key Metrics
q  Prob: Problem
q  C$: Cost Structure
q  R$: Revenue Streams
Stakeholder: ….......................................
Job To Get Done (JTGD): …....................
Pain/Delight (-/+): .................................
Pain Solving QuesMon (PSQ): ...............
Output Feedback
KM
Soln
Lean Canvas (LC) Strip
Value Creator
(Resources; Processes; Values)
Value Recipient
(Stakeholder: -/+)
Channel
CS
CH
VP R$
Prob
UA
C$
WHEN:

Rod King’s BUSINESS MODEL STRIP: Language/Business Model Strip
Channels
Customer

Beneﬁts:
$; Non-$
Kid Entrepreneur/Young
Innovator/Startup
“A Thousand Tools On a
Single Strip”
Provider: Rod King
Costs: $; Non-$
VC VR O F
SUBJECT:
Costs:
$; Non-$
WHERE: Consul6ng
(Goal Achievement Tools)

VERB
(Process/
Ac6on;

“hires”)

OBJECT
(Product)
WHEN:

Channels
Customer

Beneﬁts:
$; Non-$
Innovator/Startup
Single Strip”
Provider: Rod King
Costs: $; Non-$
VC VR O F
SUBJECT:
Costs:
$; Non-$
WHERE: Consul6ng

VERB
(Process/
Ac6on;

“hires”)

OBJECT
(Product)
WHEN:
EMOTION: -/+
(Energy)

Channels
Customer

Beneﬁts:
$; Non-$
Innovator/Startup
Single Strip”
Provider: Rod King
Costs: $; Non-$
VC VR O F
SUBJECT:
Costs:
$; Non-$
OUTPUT (TOOL)-(O)
q  Func<onality
q  Pain Relievers
q  Pain Creators
VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
WHERE: Consul6ng

VERB
(Process/
Ac6on;

“hires”)

OBJECT
(Product)
FEEDBACK (F)
(Reac<on)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:
EMOTION: -/+
(Energy)

APPENDIX
How to Use the Business Model Strip
Community Happiness Canvas for Business Model Strip

Theme
(+/0/-)
1
2
3
4
BUSINESS MODEL STRIP: Topics
(Characteris6cs of “Exchange Pipe”)
Community Happiness Canvas: Topics
(Pain-Plan-Do-Review (PPDR) Cycle; Ecosystem)
PAIN SOLVING QUESTION (PSQ): How Might
We Eliminate Pain (HMWEP) of “X”?
1. PAIN (Collect; Empathize; Deﬁne)
1.1 Problem/Challenge/Pain (Trade-oﬀ)
1.2 Customers/Stakeholders
1.3 Other SoluMons

2. PLAN (To Do: Ideas; Ideate)
2.1 Proposed Solu<on
2.2 Plan of Ac<on
2.3 Resources

3. DO (Doing: Build/
Prototype; Measure; Test)

4. REVIEW (Done: Learn; Innova<on Accoun<ng)
4.1 Budget: COST (STRUCTURE)
4.2 Mo<va<on: BENEFITS – REVENUE (STREAMS)
Topics of Business Model Strip vs. Topics of Community Happiness Canvas (CHC)
Rapidly Remove Obstacles to Achieving Goals, Dreams, and Visions
WHERE (ENVIRONMENT/Context)
WHO WHY WHAT HOW

Theme
(+/0/-)
1
2
3
4
1.3 Other SoluMons

2.2 Plan of Ac<on
2.3 Resources


WHO WHY WHAT HOW
VALUE RECIPIENT
VALUE CREATOR
FEEDBACK
(Reac<on)
OUTPUT
(TOOL)

Theme
(+/0/-)
1
2
3
4
1.3 Other SoluMons

2.2 Plan of Ac<on
2.3 Resources


WHO WHY WHAT HOW
VALUE RECIPIENT
OUTPUT
(TOOL)
VALUE CREATOR
FEEDBACK
(Reac<on)

Six Pain Solving Actors
(Rod King’s Adapta6on of Rudyard Kipling’s Poem,“Six Honest Serving Men”)
I KEEP a family of six pain solving actors.
They teach me all I know about Con.nuous Pain Solving & Learning.
The parents are Timer and Spacer.
The children are QuesMoner and Planner and Doer and Reviewer.
They teach me to con<nuously use in Space and Time
the Pain Solving Cycle: Pain-Plan-Do-Review (PPDR).

I send the family of six pain solving actors over land and sea and air,
I send them east and west; I send them north and south.
I send them everywhere; I send them all over our fractal universe.
But arer they have scien<fically and rigorously worked for me,
I give them all a rest while I sleep so that they can incubate ideas.

I let the family help me play the Rapid Experiment (XP) Game,
For the environment is vola<le, uncertain, complex, and ambiguous.
The six actors help me in improvement and innova<on projects,
For the family of pain solving actors is flexible and ambidextrous.

But different folk have different views;
I know an entrepreneur in a Startup —
He apparently keeps ten million pain solving actors,
They are straight, chao<c, unscien<fic, and get no rest at all!
He sends 'em abroad to do Waterfall Business Planning,
No wonder all his projects are costly, long, and wasteful … er, fail!

QUESTIONER
WHO - Pain

TIMER
(WHEN)
SPACER
(WHERE)

PLANNER
HOW - Plan

DOER
WHAT – Do
REVIEWER
WHY - Reviewer

BUSINESS MODEL STRIP: 6 Pain Solving Actors (PSA) for Radically Improving the Performance of Startups and Companies

WHY
WHAT
HOW
q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN:
WHERE: …..........................................................................................
WHO

Balanced
Scorecard
WHY
WHAT
HOW
q  VISION: ….............................
q  STRATEGY: …........................
q  VISION: …......................................................................................
q  STRATEGY (Red Ocean/Blue Ocean/Luxury/Disrup<on): ............
WHERE: …..........................................................................................
WHO
o  Co-creators (Beneﬁciaries)
o  Partners; Investors
o  “Governors” (Other Par<es)
Financial
(Value)
Perspec<ve
Learning &
Growth
Perspec<ve
Internal
Process
Perspec<ve
Customer
(Channels; Ext. Stakeholder)
Perspec<ve

Balanced
Scorecard
WHY
WHAT
HOW
q  VISION: …......................................................................................
WHERE: …..........................................................................................
WHO
Financial
(Value)
Perspec<ve
Learning &
Growth
Perspec<ve
Internal
Process
Perspec<ve
Customer
Perspec<ve

Balanced
Scorecard
WHY
WHAT
HOW
Metrics
or KPIs
WHEN:
q  VISION: …......................................................................................
WHERE: …..........................................................................................
WHO
Financial
(Value)
Perspec<ve
Learning &
Growth
Perspec<ve
Internal
Process
Perspec<ve
Customer
Perspec<ve

Balanced
Scorecard
q  Training Events
q  Cer6fica6ons
q  No. of Patents
Metrics
or KPIs
q  Defects (Bugs)
q  Cycle Time
q  Throughput
q  Reten6on
q  Referral
q  Market Share
WHY
WHAT
HOW
q  Engagement
q  Acquisi6on
q  Ac6va6on
q  Revenue; Benefits
q  Cost; Acquisi6on Cost
q  Profit; Shared Value
WHEN:
q  VISION: …......................................................................................
WHERE: …..........................................................................................
WHO
Financial
(Value)
Perspec<ve
Learning &
Growth
Perspec<ve
Internal
Process
Perspec<ve
Customer
Perspec<ve

Balanced
Scorecard
q  Cer6ﬁca6ons
q  No. of Patents
Metrics
or KPIs
q  Defects (Bugs)
q  Cycle Time
q  Throughput
q  Reten6on
q  Referral
q  Market Share
WHY
WHAT
HOW
q  Engagement
q  Acquisi6on
q  Ac6va6on
VC VR O F
WHEN:
BUSINESS
MODEL
STRIP
q  VISION: …......................................................................................
WHERE: …..........................................................................................
WHO
Financial
(Value)
Perspec<ve
Learning &
Growth
Perspec<ve
Internal
Process
Perspec<ve
Customer
Perspec<ve

Balanced
Scorecard
q  Cer6ﬁca6ons
q  No. of Patents
Metrics
or KPIs
q  Defects (Bugs)
q  Cycle Time
q  Throughput
q  Reten6on
q  Referral
q  Market Share
WHY
WHAT
HOW
q  Engagement
q  Acquisi6on
q  Ac6va6on
VC VR O F GOAL
HIERARCHY
q  Descrip<on
q  Goal
q  Objec<ves
q  Measures
q  Targets
q  Ini<a<ves
(Experiments)
WHEN:
H Y P O T H E S E S (PLAN: To Do)
BUSINESS
MODEL
STRIP
q  VISION: …......................................................................................
WHERE: …..........................................................................................
WHO
Financial
(Value)
Perspec<ve
Learning &
Growth
Perspec<ve
Internal
Process
Perspec<ve
Customer
Perspec<ve

GOAL
HIERARCHY
q  Descrip<on
q  Goal
q  Objec<ves
q  Measures
q  Targets
q  Ini<a<ves
(Experiments)
Balanced
Scorecard
q  Cer6ﬁca6ons
q  No. of Patents
Metrics
or KPIs
q  Defects (Bugs)
q  Cycle Time
q  Throughput
q  Reten6on
q  Referral
q  Market Share
WHY
WHAT
HOW
q  Engagement
q  Acquisi6on
q  Ac6va6on
VC VR O F
Channels
Customer

Beneﬁts:
$; Non-$

Costs:
$; Non-$
Value Proposi<on/
Product/Service
Inputs
(Resources)
Processes

(Core Values)
WHEN:
BUSINESS
MODEL
STRIP
q  VISION: …......................................................................................
WHERE: …..........................................................................................
WHO
Financial
(Value)
Perspec<ve
Learning &
Growth
Perspec<ve
Internal
Process
Perspec<ve
Customer
Perspec<ve

GOAL
HIERARCHY
q  Descrip<on
q  Goal
q  Objec<ves
q  Measures
q  Targets
q  Ini<a<ves
(Experiments)
Balanced
Scorecard
q  Cer6ﬁca6ons
q  No. of Patents
Metrics
or KPIs
q  Defects (Bugs)
q  Cycle Time
q  Throughput
q  Reten6on
q  Referral
q  Market Share
WHY
WHAT
HOW
q  Engagement
q  Acquisi6on
q  Ac6va6on
VC VR O F
Channels
Customer

Beneﬁts:
$; Non-$

Costs:
$; Non-$
Value Proposi<on/
Product/Service
Inputs
(Resources)
Processes

(Core Values)
BUSINESS
MODEL
STRIP
WHEN:
q  VISION: …......................................................................................
WHERE: …..........................................................................................
WHO
Financial
(Value)
Perspec<ve
Learning &
Growth
Perspec<ve
Internal
Process
Perspec<ve
Customer
Perspec<ve

SWOT
ANALYSIS:
Descrip<on
q  S (+):
Strengths
q  W (-):
Weaknesses
q  O (+):
Opportuni6es
q  T (-):
Threats
Balanced
Scorecard
q  Cer6ﬁca6ons
q  No. of Patents
Metrics
or KPIs
q  Defects (Bugs)
q  Cycle Time
q  Throughput
q  Reten6on
q  Referral
q  Market Share
WHY
WHAT
HOW
q  Engagement
q  Acquisi6on
q  Ac6va6on
VC VR O F
Channels
Customer

Beneﬁts:
$; Non-$

Costs:
$; Non-$
Value Proposi<on/
Product/Service
Inputs
(Resources)
Processes

(Core Values)
BUSINESS
MODEL
STRIP
WHEN:
q  VISION: …......................................................................................
WHERE: …..........................................................................................
WHO
Financial
(Value)
Perspec<ve
Learning &
Growth
Perspec<ve
Internal
Process
Perspec<ve
Customer
Perspec<ve
Future Present
S T R A T E G Y

Channels
Customer

Beneﬁts:
$; Non-$
VC VR O F

Costs:
$; Non-$
Balanced
Scorecard
Metrics
or KPIs
Value Proposi<on/
Product/Service
Inputs
(Resources)
WHY
WHAT
HOW
q  Cer6ﬁca6ons
q  No. of Patents
q  Defects (Bugs)
q  Cycle Time
q  Throughput
q  Reten6on
q  Referral
q  Market Share
q  Engagement
q  Acquisi6on
q  Ac6va6on
Processes

(Core Values)
WHEN:
BUSINESS
MODEL
STRIP
q  VISION: …......................................................................................
WHERE: …..........................................................................................
WHO
Financial
(Value)
Perspec<ve
Learning &
Growth
Perspec<ve
Internal
Process
Perspec<ve
Customer
Perspec<ve

Channels
Customer
FEEDBACK (F)
(Reac<on)

Beneﬁts:
$; Non-$
VC VR O F

Costs:
$; Non-$
OUTPUT (TOOL)-(O)
q  Func<onality
q  Pain Relievers
q  Pain Creators
VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
Balanced
Scorecard
q  VISION: …......................................................................................
Metrics
or KPIs
Value Proposi<on/
Product/Service
Inputs
(Resources)
WHY
WHAT
HOW
q  Cer6ﬁca6ons
q  No. of Patents
q  Defects (Bugs)
q  Cycle Time
q  Throughput
q  Reten6on
q  Referral
q  Market Share
q  Engagement
q  Acquisi6on
q  Ac6va6on
WHEN:
Processes

(Core Values)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHERE: …..........................................................................................
WHO
Financial
(Value)
Perspec<ve
Learning &
Growth
Perspec<ve
Internal
Process
Perspec<ve
Customer
Perspec<ve

Channels
Customer
FEEDBACK (F)
(Reac<on)

Beneﬁts:
$; Non-$
VC VR O F

Costs:
$; Non-$
OUTPUT (TOOL)-(O)
q  Func<onality
q  Pain Relievers
q  Pain Creators
VALUE
RECIPIENT (VR)
q  Delight (+)
q  Pain (-)
q  Pain Solving
Ques<on (PSQ)
Balanced
Scorecard
Metrics
or KPIs
Value Proposi<on/
Product/Service
Inputs
(Resources)
WHY
WHAT
HOW
q  Cer6ﬁca6ons
q  No. of Patents
q  Defects (Bugs)
q  Cycle Time
q  Throughput
q  Reten6on
q  Referral
q  Market Share
q  Engagement
q  Acquisi6on
q  Ac6va6on
Processes

(Core Values)
VALUE
CREATOR (VC):
q  Resources
q  Ac<vi<es
q  Values
Delight/Pain)
WHEN:
q  VISION: …......................................................................................
WHERE: …..........................................................................................
WHO
Financial
(Value)
Perspec<ve
Learning &
Growth
Perspec<ve
Internal
Process
Perspec<ve
Customer
Perspec<ve

Appendix
Build-Measure-Learn (BML) Loop of Lean Startup Method

Product Line;
Value
Creator
(Sender/
Input)
Process
(Ac6on)
Value
Recipient
(Receiver)
Output
(Tool: Product)
Channel
Subject
Object
How to Apply the Build-Measure-Learn Loop to a BUSINESS MODEL STRIP
(SentenceStrip =

EMOTION: -/+
(Energy)
Stake-
holder
(Result)
Verb
Channel
(Place)
Act
Observe
Orient
Decide
RESPOND
SENSE

Product Line;
Value
Creator
(Sender/
Input)
Process
(Ac6on)
Value
Recipient
(Receiver)
Output
(Tool: Product)
Channel
Subject
Object
(SentenceStrip =

EMOTION: -/+
(Energy)
Stake-
holder
(Result)
Verb
Channel
(Place)
Build
Measure
Learn
Decide
RESPOND
SENSE

Product Line;
Value
Creator
(Sender/
Input)
Process
(Ac6on)
Value
Recipient
(Receiver)
Output
(Tool: Product)
Channel
Subject
Object
(SentenceStrip =

EMOTION: -/+
(Energy)
Stake-
holder
(Result)
Verb
Channel
(Place)
Build
Measure
Learn
Decide

Should We Burn the BUSINESS MODEL CANVAS and LEAN CANVAS?

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