adaptive go-to-market plan for a business dna search engine: visionaryd software

A Business DNA Search Engine for

The Internet of Everything: An Adap4ve Go-‐To-‐Market (GTM) Plan

VisionaryD

“Rapidly Improve Business Model Agility”

The 3 Jobs-‐To-‐Get-‐Done (JTGD) of VisionaryD.com A Wikipedia, Google, and LinkedIn for Risky Innova8on Projects (RIP)

#1APEX. Dr. Rod King. [email protected] & hPp://businessmodels.ning.com & hPp://twiPer.com/RodKuhnKing

DOCUMENT SEARCH

COLLABORATE

User-‐generated Content Pla;orm

Search Engine

Business/Social Network

VisionaryD.com (for Projects)

Aspira4ons

Impact Analysis

General Informa4on

Enterprise

Environment

VisionaryD Categories of QuesAons and Inputs for the Business DNA Search Engine

QUESTIONS/ SEARCH

Business (DNA) Model

Supply/ Value Chain

VisionaryD’s Strategic Triangle Seamlessly Integrate 3 Strategic Areas of Focus

VisionaryD Crowdsourced Business DNA Search Engine

Collabora4on &

Knowledge Management

Big Data/Analy4cs/ Visualiza8on

Internet of Things/ Ra8ng of Everything

VisionaryD’s Customer Development & Growth Plan

0

20000

40000

60000

80000

100000

120000

Idea Pretotype Prototype Pilot Full-‐scale

Stage-‐gate Plan for Going to Market: VisionaryD SoQware

Num

ber o

f Customers

(Mon

thly Revenue)

10 100 1,000 10,000

Problem-‐SoluAon Fit

Product-‐Market Fit

Business Model Fit

VisionaryD’s Customer Growth Pyramid Where Customers Come From

Job-‐To-‐Get-‐Done (JTGD): Improve the agility of business models

VisionaryD Crowdsourced Business DNA Search Engine

DIRECT COMPETITORS * Search Engine * Collabora4ve Ideas/Knowledge (Content) Management Pla]orm * Business/Strategic Planning Pla]orm * Bus. Model Library/Management

INDIRECT COMPETITORS * Business Networking Pla]orm * Business Performance Management * Business/Compe44ve Intelligence * Business (Brand/Project) Por]olio Management

NON-‐COMPETITORS/COMPLEMENTORS * Project Planning & Management * Personal Goal Achievement Planning & Management * Business Process Management (Six Sigma Methodology; Lean Thinking) * Customer Experience Mapping/Digital Tagging (RFID; QR Code; etc.) * Social Networking Pla]orm

Exis4ng Industry Leader (Red Ocean)

Size

•  Google Search •  Wikipedia •  LivePlan •  CrunchBase •  Hoovers; IBBCS

•  LinkedIn •  Balanced Scorecard

Ins]tute •  Discovery Pa^erns

•  BaseCamp •  MS Project •  Evernote •  Facebook

Search for/organize/sell business DNA

Opera4onal Job-‐To-‐Get-‐Done (JTGD): Search for/organize/sell business DNA informa]on

Customer Persuasion Ques4on (CPQ) Where Customers Come From

On a scale from 0 (low) to 10 (high), how would you recommend [given tool (product/service)] for [Job To Get Done]?

0 1 2 3 4 5 6 7 8 9 10

Detractor (DissaAsfier/Non-‐customer)

Passive (SaAsfier)

Promoter (Delighter)


Example On a scale from 0 (low) to 10 (high), how would you recommend Google Search Engine for searching/geIng/organizing business DNA informa8on?

Low High

Exis4ng DELIGHT (Red Ocean Pull)

Exis4ng PAIN (Red Ocean Push)

Future DELIGHT (Blue Ocean Pull)

Future PAIN (Blue Ocean Push)


Job To Get Done (JTGD): Improve business model agility (Search for/organize/sell (business DNA) info)

Customer Persuasion Loop (CPL): Google Search vs. VisionaryD Simply Understand Stories of Why and How Customers (Refuse to) Switch to Innova]ve Products

Google Search VisionaryD

Chasm (ERIC)

ERIC: Eliminate; Reduce; Increase; Create

RED OCEAN TRADE-‐OFF (Value ProposiAon Factors & Curve)

BLUE OCEAN TRADE-‐OFF (Value ProposiAon Factors & Curve)

Non-‐customers (Detractors)

PRODUCER/SUPPLIER SYSTEM (Tool: Product/Service/Process)

JOB-‐TO-‐GET-‐DONE (JTGD)

CUSTOMER/USER (Role/Demander)

-‐: PAIN (Cost/Constraint/Risk)

+: DELIGHT (Benefit/Revenue)

VisionaryD’s Job-‐To-‐Get-‐Done (JTGD) Canvas Freemium, Mul]-‐sided Business Model

VALUE (Trade-‐off)

q  Get/Search/Organize/ Sell Business DNA Info

u  Get More Exposure/ Prospects

VisionaryD Crowdsourced

Business DNA Search Engine

(A collaboraAon pla^orm or one-‐stop website for 24x7 DNA info on any

business or organizaAon on the planet)

PRODU

CT

(Solu]

on)

OUTCOME

q  Bus. Model Agility

u  Simpler, Faster, and Cheaper Processes

Ø  (Mul]-‐]ered) Monthly Subscrip]ons q  % from Sale of Business Model Plans u  Revenue from Ads

q  Product Innova4on Team/ Planner/Strategist/Collaborator

q  Seller/Buyer of Business DNA Plans (Dashboards/“Cockpits”)

•  Staff/Administra]ve/Legal Cost •  Equipment/IT Infrastructure Cost •  Facility Cost

u  Adver4ser

MAR

KET

(Problem

/Trade-‐off

)

ROD University

SHARED VALUE (Happiness; Profit)

Ø  Observer Ø  Orienter Ø  Decider Ø  Executor

Persona: Bus. Info Manager

Visual Market Segmenta4on

Business Directories

Tradi4onal Business Planning/

Strategic Management

Business Networking Pla]orm

Collabora4ve Ideas/ Knowledge (Content)

Management

Business/Compe44ve Intelligence

(-‐): PAIN: Discovery/Response Time; Complexity

(+): DE

LIGHT

: Informa8

on Relevan

ce

Low (1)

High (10)

Low (1)

High (10)

Search Engines

9 MARKET SEGMENTS for Business DNA Search: Time vs. Relevance

Big Urgent Market Problem (BUMP): Long delays in effecAvely sensing and responding to changes/opportuniAes/threats Job To Get Done (Market/Goal): Improve business model agility (Search for/organize/sell business DNA informaAon)

Business Model Database/Libraries

Lean Startup (Por]olio) Management









(+): DE

LIGHT

: Informa8

on Relevan

ce

Low (1)

High (10)

Low (1)

High (10)

Search Engines Lean Startup (Por]olio) Management


Management










(+): DE

LIGHT

: Informa8

on Relevan

ce

Low (1)

High (10)

Low (1)

High (10)

Search Engines

Crowdsourced Business DNA Search Engine



Management









(+): DE

LIGHT

: Informa8

on Relevan

ce

Low (1)

High (10)

Low (1)

High (10)

Search Engines

(28 million small businesses in USA: 2013)

(300 million members worldwide: 2013)

(474 million search results for “business model”)

(500,000 startups in USA: 2013)




Management









9 MARKET SEGMENTS for Business DNA Search (Annual Revenue/Membership in 2013)


(+): DE

LIGHT

: Informa8

on Relevan

ce

Low (1)

High (10)

Low (1)

High (10)

Search Engines Lean Startup (Por]olio) Management

$50.56b

$1.52b

(474 million search results for “business model”)

(28 million small businesses in USA: 2013)

(300 million members worldwide: 2013)

(500,000 startups in USA: 2013)


$4.68b


Management


Decider 2

* Plan/Prepare * Ideate/Confirm

Executor * Build (Prototype) * Experiment/Act

Observer * Sense/Measure * Analyze/Monitor

Orienter * Learn/Define * Empathize/POV

Decider 1

* Strategize/Model * Explore/Locate

Business Model Agility (BMA) Loop Fractal OODE Loop for Effec8vely Understanding, Influencing, and Improving Business Model Agility

JOB TO GET DONE (Task)

q  Actor(s) q  Tool(s) q  Bus. Model q  Ecosystem

EXTERNAL REALITY

VisionaryD A Crowdsourced Business InformaAon Search Engine for Business Model Agility Improvement (BMAI)

Evolu4on of VisonaryD Soqware CISCO’s Strategic Areas of Focus

Phase 1: Crowdsourced Business Informa]on Search Engine

Phase 2: Business Model Agility Improvement

Phase 3: Customer Experience Web

Internet of Things/Everything

ü  ü  ü 

Big Data/Analy]cs(/Visualiza]on)

ü  ü  ü 

Security

Developer Pla;orms & Tools

Enterprise Mobility

Collabora]on & Knowledge Management

ü  ü  ü 

Cisco’s Business Model

Appendix

Key Partners/

Strategic alliances with companies or subsidiaries including: q Accenture Ltd q AT&T Inc. q Cap Gemini S.A. q Citrix Systems,

Inc. q EMC Corpora-‐

]on

Key Ac4vi4es q Collabora]ve

(Team) Decision-‐ Making q M & A q Disrup]ve

Innova]on q R & D q Design; Manuf. q Patents; IP; etc.

Value Proposi4on

“Tomorrow starts

here”

“Fast IT”

Products

Services

Financing

Customer Rela4onships

q Online q Face-‐to-‐face

Customer/ User q Enterprise q Service provider q Commercial

sector q Public sector

Key Resources

q Staff q Equipment q  IT Infrastructure q Facili]es q Brand/Culture

Channels

q Online q Direct Sales

Force q Retail stores

(big box)

Pain (Cost Structure)

Tangible: * Cost of Sales for Products * Cost of Sales for Services * Opera]ng Expenses

Delight (Revenue Streams)

Tangible: Sale of * Computer networking hardware * Computer networking soQware * Computer networking services

Cisco’s Business Model Canvas How Cisco Creates, Delivers, and Captures Value

Computer Networking

adaptive go-to-market plan for a business dna search engine: visionaryd software

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