Business model blueprints are increasingly replacing the traditional organizational chart in many organizations. I can't remember the last time that I saw an organizational chart for a real business! In the last five years, there has been an explosion of tools for visualizing business models. However, there has been no common language or platform that can be used for mapping tools for business model visualization and consequently, facilitate communication between business modelers. This presentation introduces the tool of the Global Problem Solving (GPS) Brain and Canvas that can be used to map tools for business problem solving and design. To facilitate understanding and application of the GPS Brain and Canvas, it is applied to topics of the Business Model Canvas, thereby yielding the templates of the Business Model Brain and Business Model Process Canvas. These emergent templates are used to visually document the story and business model of Nespresso. The templates of the Business Model Brain and Business Model Process Canvas have their advantages and disadvantages. Your task as a collaborator involves first reviewing the example on the Business Model Brain and Business Model Process Canvas for Nespresso. Then, state your preference for the business model visualization tool that you would use to document the business model of your organization. Your comments and feedback are most welcome.

1. Problem
Learn
Cost
Structure
(C$)
The
Business
Model
Brain
A
Gameboard
for
Con.nuous
Problem
Solving,
Improvement,
Innova.on,
and
Learning
Using
The
5
Problem
Solving
Ac3vi3es
of
Problem,
Plan,
Build,
Measure,
and
Learn
Key
Partners
(KP)
Key
Resources
(KR)
Key
Ac<vi<es
(KA)
Revenue
Streams
(R$)
Value
Proposi<on
(VP:
Product/Service)
Customer
Segment
(CS)
Channel
(CH)
Customer
Rela<onships
(CR)
Right
Brain
LeA
Brain
Measure
Build
Plan
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

2. 5
Steps
for
Solving
Any
Business
Model
Problem
Accelerate
ConMnuous
Problem
Solving,
Improvement,
InnovaMon,
and
Learning
PROBLEM:
Observe,
document,
model,
and
validate
exisMng
(“as
is”)
problems/moMvaMons/
performance
of
organizaMon’s
and/or
compeMtor’s
3Cs
(Customers/Channels/Customer
RelaMonships)
as
well
as
Non-­‐customers
PLAN:
Generate
ideas
and
goals
for
an
acMon
(“to
be”)
plan/Value
ProposiMon/Targeted
Customer’s
Job-­‐To-­‐Be-­‐Done
(JTBD)/Outcome.
Select
best
idea
BUILD:
Build
Prototype
(Minimum
Version)
of
the
Product/Service
as
well
as
3Ks
(Key
Partnerships,
Key
Resources,
and
Key
AcMviMes)
for
achieving
Value
ProposiMon
MEASURE:
Assess
customer
experience
as
well
as
impacts
of
the
prototype
on
key
metrics
such
as
for
Cost
(Structure),
Revenue
(Streams),
and/or
markeMng
funnel
LEARN:
Document
insights
and
lessons
learned
as
well
as
emergent
problems
and
opportuniMes.
Repeat
steps
1-­‐5
un.l
problems
are
solved
or
have
insignificant
trade-­‐offs
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
1
2
3
4
5

3. Most
Organiza<ons
Especially
Startup
Businesses
Fail
Because
They
Cannot
EffecMvely
IdenMfy
and
Solve
Their
Marke<ng
&
Sales
(MS)
Problem
Before
The
OrganizaMon
Runs
Out
of
Resources
Such
as
Time
and
Money

4. The
Business
Model
Brain
Is
A
One-­‐Page
Marke<ng
&
Sales
(MS)
Dashboard
For
HolisMcally,
ScienMfically,
and
IteraMvely
Solving
The
Marke<ng
&
Sales
(MS)
Problem
Especially
for
Businesses
OperaMng
Under
CondiMons
of
Great
Uncertainty

5. The
Vital
Purpose
of
a
(Startup)
Business
Is
To
Itera<vely
Build
A
Scalable
Marke<ng
&
Sales
(MS)
Organiza<on
That
Solves
Customers’
Problems
Using
Insanely
Great
Products,
Services,
and
Customer
Experiences

6. Learn
Business
Model
Brain
for
Nespresso
How
Nespresso
ConMnuously
Solves
its
MarkeMng
&
Sales
(MS)
Problem
Key
Resources
(KR)
Problem
Customer
Segment
(CS)
Households;
Offices:
Low
quality
coffee
Channel
(CH)
Retail
(Machines
Only);
Nespresso.com;
Nespresso
BouMques;
Mail
Order;
Call
Center
Customer
Rela<onships
(CR)
Nespresso
Club;
Salesforce
Value
Proposi<on
(VP:
Product/Service)
Plan
Best
Quality
Coffee
at
Home/in
Office
(Nespresso
Coffee
Machine/Pods)
Key
Partners
(KP)
Build
Coffee
Machine
Manuf.
Patents/IP;
Brand;
Plant
• Sale
of
Coffee
Machine
• Sale
of
Pods/Capsules
• Sale
of
Other
Machine
Accessories
Revenue
Streams
(R$)
Key
Ac<vi<es
(KA)
ProducMon;
MarkeMng;
DistribuMon/LogisMcs
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
Deliver
Value
Create
Value
Measure
• Supplies/Inputs
• Employees/IP
• Manufacturing/Prodn
• MarkeMng/Distrib.
Cost
Structure
(C$)

7. (-­‐)
(+)
Business
Model
Process
(BMP)
Canvas
for
Nespresso:
Nodes
or
Discrete
Building
Blocks
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
Customer
Segment
(CS)
Households;
Offices:
Low
quality
coffee
Channel
(CH)
Retail
(Machines
Only);
Nespresso.com;
Nespresso
BouMques;
Mail
Order;
Call
Center
Customer
Rela<onships
(CR)
Nespresso
Club;
Salesforce
Value
Proposi<on
(VP:
Product/Service)
Best
Quality
Coffee
at
Home/in
Office
(Nespresso
Coffee
Machine/Pods)
Key
Partners
(KP)
Coffee
Machine
Manuf.
Patents/IP;
Brand;
Plant
• Sale
of
Coffee
Machine
• Sale
of
Pods/Capsules
• Sale
of
Other
Machine
Accessories
Revenue
Streams
(R$)
Key
Ac<vi<es
(KA)
ProducMon;
MarkeMng;
DistribuMon/LogisMcs
• Supplies/Inputs
• Employees/IP
• Manufacturing/Prodn
• MarkeMng/Distrib.
Cost
Structure
(C$)
Key
Resources
(KR)

8. (-­‐)
(+)
Business
Model
Process
(BMP)
Canvas
for
Nespresso:
Supply
(Process/Value)
Chain
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
Customer
Segment
(CS)
Households;
Offices:
Low
quality
coffee
Channel
(CH)
Retail
(Machines
Only);
Nespresso.com;
Nespresso
BouMques;
Mail
Order;
Call
Center
Customer
Rela<onships
(CR)
Nespresso
Club;
Salesforce
Value
Proposi<on
(VP:
Product/Service)
Best
Quality
Coffee
at
Home/in
Office
(Nespresso
Coffee
Machine/Pods)
Key
Partners
(KP)
Coffee
Machine
Manuf.
Patents/IP;
Brand;
Plant
• Sale
of
Coffee
Machine
• Sale
of
Pods/Capsules
• Sale
of
Other
Machine
Accessories
Revenue
Streams
(R$)
Key
Ac<vi<es
(KA)
ProducMon;
MarkeMng;
DistribuMon/LogisMcs
• Supplies/Inputs
• Employees/IP
• Manufacturing/Prodn
• MarkeMng/Distrib.
Cost
Structure
(C$)
Key
Resources
(KR)

9. (-­‐)
(+)
Business
Model
Process
(BMP)
Canvas:
Supply
Chain
Worksheet
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
Customer
Segment
(CS)
Channel
(CH)
Customer
Rela<onships
(CR)
Value
Proposi<on
(VP:
Product/Service)
Key
Partners
(KP)
Revenue
Streams
(R$)
Key
Ac<vi<es
(KA)
Cost
Structure
(C$)
Key
Resources
(KR)

10. (-­‐)
(+)
Global
Problem
Solving
(GPS)
Canvas:
Worksheet
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

11. Global
Problem
Solving
(GPS)
Grid:
Worksheet
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing
PROBLEM
SOLVING
ACTIVITIES
ITEM
LEARN
MEASURE
BUILD
PLAN
PROBLEM

12. HOW
TO
COLLABORATIVELY
USE
THE
BUSINESS
MODEL
(BM)
BRAIN
Gameboard
for
AcceleraMng
ConMnuous
Problem
Solving,
Improvement,
InnovaMon,
and
Learning
1
• Draw
or
Print
out
a
large
template
of
the
Business
Model
(BM)
Brain
or
Business
Model
Process
(BMP)
Canvas,
e.g.,
on
A4
size
paper
or
laminaMon
of
24”x36”
2
• Put
the
BM
Brain
or
Process
Canvas
on
a
wall
or
large
table
3
• CollaboraMvely
and
sequenMally
populate
(using
Post-­‐its
or
note-­‐
cards)
or
write
on
the
5
modules
of
the
BM
Brain
or
Canvas:
First,
formulate
proposals
(hypotheses)
for
each
module
of
the
BM
Brain
or
Process
Canvas
in
the
following
sequence
of
5
Problem-­‐Solving
Ac.vi.es:
“Problem-­‐Plan-­‐Build-­‐Measure-­‐Learn.”
Then,
go
out
in
the
field
and
itera.vely
validate
the
proposals
(hypotheses)
for
each
module
on
the
BM
Brain
or
Business
Model
Process
(BMP)
Canvas
(project/business
ecosystem
plan).
Copyright
2013.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
hIp://businessmodels.ning.com
&
hIp://twiIer.com/RodKuhnKing

13. Which
Method
of
Business
Model
Visualiza<on
Do
You
Prefer?
Business
Model
Brain
Or
Business
Model
Process
Canvas?
Why?