Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

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Information about Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual...
Business & Mgmt

Published on November 18, 2013

Author: RodKing

Source: slideshare.net

Description

About a week ago, the startup world got ablaze from reading Steve Blank’s blog post, “A New Way to Look at Competitors.” In the blog post, Blank notes that the traditional Competitive Graph – which focuses on differentiating offerings of “Our Company” vs. “Our Competitors” - is “inappropriate for startups or existing companies creating new markets.” Blank goes on to offer a Petal Diagram which places a given company (startup) in the core of a flower while segments of competitors are place in petals that surround the core. But how useful is Steve Blank’s Petal Diagram especially for startups?

Judging from feedback including Tweets and Facebook Likes on the Internet, the response to the Petal Diagram is extremely positive. Many readers note that the Petal Diagram offers benefits including the following:

# great way to communicate a startup’s position and opportunity especially to investors (Venture Capitalists)
# segmentation of an existing market while showing sources of future customers as well as potential competitors and partners
# visually appealing way for investors to see growth opportunities for a startup
# linkage to business model innovation especially using the Business Model Canvas

Although feedback on the Petal Diagram is generally great, some people are critical of the form and usefulness of the Petal Diagram especially in presenting proposals to investors. Perhaps, the strongest critique of the Petal Diagram comes from fellow Venture Capitalist, Tomasz Tunguz who blogged on: “Why the Petal Diagram Isn’t the Best Competition Diagram for Startup’s Pitch.” Tunguz’s main critique was “petal diagrams don't communicate the startup's unique way of competing in the market.” In short, the Petal Diagram is not useful for Brand Positioning, Value Proposition Design, Competitive Analysis, and Benchmarking. Consequently, it would seem like the Petal Diagram has to be used in conjunction with the classic Competitive Graph to present a wholesome picture of a startup’s opportunity and strategy. Or ... can we visually reframe the classic Competitive Graph so that it offers its original features as well as all the features and benefits of the Petal Diagram? I believe that we can. Yes, we can.

http://goo.gl/8TKHm4

Steve  Blank’s  Petal  Diagram  vs.  Rod  King’s  Value  Engine  Map   Visual  Tools  for  Value  Posi.oning,  Market  Segmenta.on,  and  Compe..ve  Analysis   PETAL  DIAGRAM   VALUE  ENGINE  MAP  

Visual  Tools  for  Value  PosiEoning,  Market  SegmentaEon,  and  CompeEEve  Analysis     CHARACTERISTICS                                                                                            TOOLS   (TASKS/FUNCTIONS)   TradiEonal  X/Y-­‐ CompeEEve  Graph   1)      Market  (Brand)  Posi.oning;  Perceptual  Mapping   ü      2)      Classic  Market  Segmenta.on  (Exis'ng  Market/Customers)   ü      Petal  Diagram   (Steve  Blank)   Value  Eng.  Map   (Rod  King)   ü      ü      ü      3)      Job-­‐To-­‐Be-­‐Done  Market  Segmenta.on  (Future  Market)   ü      4)      Fractal  Market  Segmenta.on  (Customer  Personas)   ü      5)      Adjacencies/Adjacent  Markets:  Red  Ocean/Blue  Ocean   6)      Players  (Organiza.ons)  in  Compe..ve  Landscape   7)      Investments  in  Compe..ve  Landscape   ü      ü      ü      ü      ü      ü      ü      8)      Industry  (Value)  Benchmarking;  Customer  Dev.  Interviews   ü      9)      Business  Model  Archetypes  or  Paerns   ü      10)    Value  Proposi.on  Design;  Strategy  Canvas   ü      11)  Classic  Compe..ve  (3  Generic)  Strategies   ü      12)  Disrup.ve  Innova.on  Strategy   ü      13)  Blue  Ocean  Strategy  (Value  Innova.on)   ü      14)  Red  Ocean  Disrup.on  (ROD)  Strategy/Tac.cs  (4  Ac.ons)   ü      15)  Ideal  Final  Result  (IFR);  Ideal  Min.  Valuable  Product  (MVP)   ü      16)  Trends  of  Evolu.on  (Moore’s  Law)   ü      17)  Analogical  Tools:  Product  Analogs/An.logs   ü      18)  Resolu.on  of  Trade-­‐offs/Conflicts/Contradic.ons   ü      19)  Brand  Disrup.on:  Disrup.ve  Value  Factors;  Wargaming   ü      20)  Exis.ng/Expected  Price  Line  (Price-­‐Benefit  Map)   ü     

3  CompeEEve  Strategy  QuesEons  for   Insurgent  and  Incumbent  CompeEtors   1   2   3   WHO  are  your  direct/indirect  compe.tors?   WHY  would  you  win  against  the  main  compe.tors?   HOW  would  you  win  against  the  main  compe.tors?   (HOW  would  you  rapidly  engage,  acquire,  and  retain  customers/non-­‐ customers?)  

Steve  Blank’s  Petal  Diagram   Value  PosiEoning,  Market  SegmentaEon,  and   CompeEEve  Analysis  

PETAL  DIAGRAM  of  CompeEEve  Landscape:  Create  a  Lifelong  Learning  Network  for  Entrepreneurs   Source:    hp://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/    

  PETAL  DIAGRAM  of  CompeEEve  Landscape:  Create  a  Lifelong  Learning  Network  for  Entrepreneurs   Source:    hp://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/    

PETAL  DIAGRAM  of  CompeEEve  Landscape:  Create  a  Lifelong  Learning  Network  for  Entrepreneurs   Projected  Investments       Source:    hp://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/    

“The  Petal  Diagram   [Compe..ve  Landscape]   Drives   Your  Business  Model  Canvas”     Steve  Blank  

Rod  King’s  Value  Engine  Map     (3x3  Fractal  Storycard)   Value  PosiEoning,  Market  SegmentaEon,  and   CompeEEve  Analysis   Source  of  info  on  Trade-­‐off  Maps:    hp://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/    

“The  Value  Engine  Map   Drives   Red  Ocean  DisrupEon  (ROD)   Strategy  &  TacEcs”     Rod  King  

How?  

The  Value  Engine  Map   Ensures  That  You  Do   “The  6  Jobs   of   Highly  InnovaEve  Teams”    

The  6  Jobs  of  Highly  InnovaEve  Teams   Rapidly  Discover  and  Solve  BUMPs   Problem   Definer   SoluEon   Builder   TRADE-­‐OFF   MAP   Value   Learner   SoluEon   Improver   Problem   Measurer   Problem   Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing  

The  6  Jobs  of  Highly  InnovaEve  Teams   Rapidly  Discover  and  Solve  BUMPs   Problem   Definer   Value   Learner   SoluEon   Builder   Define  Problem   Define/sketch  customer   Make  field  visits;  Network      Observe  anomalies,            pains  &  trade-­‐offs            Ques.on  ecosystem                       Learn  What’s  Valued  Explore  in   Build  SoluEon                   What  to  learn/share        space/.me   Set  goals/strategies   Evaluate  (-­‐/+);  Monitor   Brainstorm  specs/propn.   Reflect:  Lesson  Learned   Idealize;  Use  “What  if?”   Tell  stories;  “Pitch”   Analogize;  Experiment   TRADE-­‐OFF   Prototype  tool;  Pilot   Summarize   MAP   Improve  SoluEon   Measure  Problem   Resolve  trade-­‐offs   Measure  impacts   Do  mul.level  thinking   Collect  data/info   Transform;  Disrupt   Quan.fy  rela.onships      Role-­‐play;  Simplify   Confirm  channels          Implement  tac.cs   Verify/Validate    Analyze  Problem   Analyze  data/info   Categorize  inputs   Model  process/system   Structure/Classify  outputs   Display  cri.cal  thinking   SoluEon   Improver   Problem   Measurer   Problem   Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing  

The  6  Jobs  of  Highly  EffecEve  Teams:  LIFELONG  LEARNING  NETWORK  for  Entrepreneurs   Rapidly  Discover  and  Solve  BUMPs   Problem   Definer   Value   Learner   SoluEon   Builder   Define  Problem   Define/sketch  customer   Make  field  visits;  Network      Observe  anomalies,            pains  &  trade-­‐offs            Ques.on  ecosystem                       Learn  What’s  Valued  Explore  in   Build  SoluEon                   What  to  learn/share        space/.me   Set  goals/strategies   Evaluate  (-­‐/+);  Monitor   Brainstorm  specs/propn.   Reflect:  Lesson  Learned   Idealize;  Use  “What  if?”   Tell  stories;  “Pitch”   LIFELONG   Analogize;  Experiment   Summarize   LEARNING   Prototype  tool;  Pilot   Improve  SoluEon   NETWORK   Measure  Problem   Resolve  trade-­‐offs   Measure  impacts   Do  mul.level  thinking   Collect  data/info   Transform;  Disrupt   Quan.fy  rela.onships      Role-­‐play;  Simplify   Confirm  channels          Implement  tac.cs   Verify/Validate    Analyze  Problem   Analyze  data/info   Categorize  inputs   Model  process/system   Structure/Classify  outputs   Display  cri.cal  thinking   SoluEon   Improver   Problem   Measurer   Problem   Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing  

QuesEon  for  Value  Engine  Map   Why  and  How  to   Create  a  Lifelong  Learning  Network  for  Entrepreneurs?  

VALUE  ENGINE  MAP  of  MARKET  UNIVERSE   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   RED  OCEAN   [Business  Model]  

VALUE  ENGINE  MAP  of  MARKET  UNIVERSE   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   RED  OCEAN   [Business  Model]  

VALUE  ENGINE  MAP  of  MARKET  UNIVERSE   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   (+):  DELIGHT:   BLUE  OCEAN   [Business  Model]   RED  OCEAN   [Business  Model]     (-­‐):  PAIN:

VALUE  ENGINE  MAP  of  Cost  vs.  Performance  MARKET  SEGMENTATION  (Customer  Personas)   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   (+):  DELIGHT:  Performance  (Benefit)     High   RED  OCEAN   [Business  Model]   Low   Low     (-­‐):  PAIN:  Cost High  

VALUE  ENGINE  MAP  of  Cost  vs.  Performance  MARKET  SEGMENTATION  (Customer  Personas)     Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   (+):  DELIGHT:  Performance  (Benefit)     High   Low   Low     (-­‐):  PAIN:  Cost High  

VALUE  ENGINE  MAP  of  Cost  vs.  Performance  MARKET  SEGMENTATION  (Customer  Personas)     Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Customers]   (+):  DELIGHT:  Performance  (Benefit)     High   (10)   RED  OCEAN   [Customers]   Low   (1)   Low   (1)     (-­‐):  PAIN:  Cost High   (10)  

VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (PRODUCTS/STRATEGIES/VPs)   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   (+):  DELIGHT:  Performance  (Benefit)     High   (10)   RED  OCEAN   [Business  Model]   Low   (1)   Low   (1)     (-­‐):  PAIN:  Cost High   (10)  

VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (PRODUCTS/STRATEGIES/VPs)   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   (+):  DELIGHT:  Performance  (Benefit)     High   (10)   RED  OCEAN   [Business  Model]   Low   (1)   Low   (1)     (-­‐):  PAIN:  Cost High   (10)  

VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (PRODUCTS/STRATEGIES/VPs)   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   Higher  EducaEon   Startup  Ecosystem   InsEtuEons   Corporate   (+):  DELIGHT:  Performance  (Benefit)     High   (10)   Adult  Learning/Skills   RED  OCEAN   [Business  Model]   Low   (1)   Low   (1)     (-­‐):  PAIN:  Cost High   (10)  

VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (PRODUCTS/STRATEGIES/VPs)   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   Higher  EducaEon   Startup  Ecosystem   InsEtuEons   Corporate   (+):  DELIGHT:  Performance  (Benefit)     High   (10)   Adult  Learning/Skills   RED  OCEAN   [Business  Model]   Low   (1)   Low   (1)     (-­‐):  PAIN:  Cost High   (10)  

VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (EXISTING  INVESTMENTS)   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   Higher  EducaEon   Corporate   (+):  DELIGHT:  Performance  (Benefit)     High   (10)   $90. 8m   Startup  Ecosystem   $20 m   InsEtuEons   $14. 25m   Adult  Learning/Skills   $1.5 b   $103 m   $195 m   $163 m   RED  OCEAN   [Business  Model]   Low   (1)   Low   (1)     (-­‐):  PAIN:  Cost High   (10)  

VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (PROJECTIONS)   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   Corporate   $20 b   High   (10)   (+):  DELIGHT:  Performance  (Benefit)     Higher  EducaEon   Startup  Ecosystem   $20. 6b   $100b   InsEtuEons   Adult  Learning/Skills   $23 m   $55 b   RED  OCEAN   [Business  Model]   Low   (1)   Low   (1)     (-­‐):  PAIN:  Cost High   (10)  

Classic  CompeEEve  Graph   Source:    hp://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/    

VALUE  ENGINE  MAP   Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….   Ideal  Final  Result  (IFR):  Insanely  Great  Experience  or  Ideal  Minimum  Viable  Product  (MVP)   BLUE  OCEAN   [Business  Model]   (+):  DELIGHT:     High   (10)   RED  OCEAN   [Business  Model]   Low   (1)   Low   (1)     (-­‐):  PAIN: High   (10)  

VALUE  ENGINE  MAP  for  Red  Ocean  DisrupEon  (ROD)  Strategy  and  TacEcs   Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….   Ideal  Final  Result  (IFR):  Insanely  Great  Experience  or  Ideal  Minimum  Viable  Product  (MVP)   BLUE  OCEAN   [Business  Model]   (+):  DELIGHT:     High   (10)   RED  OCEAN   [Business  Model]   Low   (1)   Low   (1)     (-­‐):  PAIN: High   (10)  

VALUE  ENGINE  MAP  of  Market  Universe:  9  Archetypal  Customer  Segments  (Personas)   Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….   Ideal  Final  Result  (IFR):  Insanely  Great  Experience  or  Ideal  Minimum  Viable  Product  (MVP)   BLUE  OCEAN   Customers   SWEET  SPOT   Customers   LUXURY  SPOT/   “DIFFERENTIATION”   Customers   DISRUPTION  SPOT/   “LOW  COST”/LEAN   Customers   OASIS  SPOT/   “STUCK-­‐IN-­‐THE-­‐MIDDLE”   Customers   VOLCANO  SPOT   Customers   GREEN  OCEAN   Customers   NO-­‐MAN’S-­‐ISLAND   Customers   RED  OCEAN   Customers   Low   (1)   (-­‐):  PAIN:  Cost (+):  DELIGHT:   Differen5a5on     High   (10)   Low   (1)     High   (10)  

VALUE  ENGINE  MAP  of  Market  Universe:  9  Archetypal  Customer  Segments  (Personas)   Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….   Ideal  Final  Result  (IFR):  Insanely  Great  Experience  or  Ideal  Minimum  Viable  Product  (MVP)   BLUE  OCEAN   Customers   (+):  DELIGHT:   Differen5a5on     High   (10)   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   DISRUPTION  SPOT/   “LOW  COST”/LEAN   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   GREEN  OCEAN   Customers   Low   (1)   SWEET  SPOT   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   Low   (1)   OASIS  SPOT/   “STUCK-­‐IN-­‐THE-­‐MIDDLE”   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   NO-­‐MAN’S-­‐ISLAND   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters     (-­‐):  PAIN:  Cost LUXURY  SPOT/   “DIFFERENTIATION”   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   VOLCANO  SPOT   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   RED  OCEAN   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   High   (10)  

VALUE  ENGINE  MAP  of  Market  Universe:  9  Archetypal  Customer  Segments  (Personas)   Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….   Ideal  Final  Result  (IFR):  Insanely  Great  Experience  or  Ideal  Minimum  Viable  Product  (MVP)   BLUE  OCEAN   Customers   (+):  DELIGHT:   Differen5a5on     High   (10)   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   DISRUPTION  SPOT/   “LOW  COST”/LEAN   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   GREEN  OCEAN   Customers   Low   (1)   SWEET  SPOT   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   Low   (1)   OASIS  SPOT/   “STUCK-­‐IN-­‐THE-­‐MIDDLE”   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   NO-­‐MAN’S-­‐ISLAND   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters     (-­‐):  PAIN:  Cost LUXURY  SPOT/   “DIFFERENTIATION”   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   VOLCANO  SPOT   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   RED  OCEAN   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   High   (10)  

VALUE  ENGINE  MAP  of  Universe  of  BUSINESS  MODELS  (PRODUCTS/STRATEGIES/VPs)   Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….   Ideal  Final  Result  (IFR):  Insanely  Great  Experience  or  Ideal  Minimum  Viable  Product  (MVP)   (+):  DELIGHT:   Differen5a5on     High   (10)   Low   (1)   BLUE  OCEAN   [Business  Model/   Strategy/   Value  Proposi.on]   SWEET  SPOT   [Business  Model/   Strategy/   Value  Proposi.on]   LUXURY  SPOT/   “DIFFERENTIATION”   [Business  Model/   Strategy/   Value  Proposi.on]   DISRUPTION  SPOT/   “LOW  COST”/LEAN   [Business  Model/   Strategy/   Value  Proposi.on]   OASIS  SPOT/   “STUCK-­‐IN-­‐THE-­‐MIDDLE”   [Business  Model/   Strategy/   Value  Proposi.on]   VOLCANO  SPOT   [Business  Model/   Strategy/   Value  Proposi.on]   GREEN  OCEAN   [Business  Model/   Strategy/   Value  Proposi.on]     NO-­‐MAN’S-­‐ISLAND   [Business  Model/   Strategy/   Value  Proposi.on]   RED  OCEAN   [Business  Model/   Strategy/   Value  Proposi.on]   Low   (1)     (-­‐):  PAIN:  Cost High   (10)  

VALUE  ENGINE  MAP  of  Universe  of  TOOLS  (ANALOGICAL  PRODUCTS/SERVICES:  In/Out  of  Industry)   Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….   Ideal  Final  Result  (IFR):  Insanely  Great  Experience  or  Ideal  Minimum  Viable  Product  (MVP)   (+):  DELIGHT:     High   (10)   Low   (1)   BLUE  OCEAN   [TOOLS:     Product/Service-­‐Analogs]   SWEET  SPOT   [TOOLS:     Product/Service-­‐Analogs]   LUXURY  SPOT/   [TOOLS:     Product/Service-­‐Analogs]   DISRUPTION  SPOT/   “LOW  COST”/LEAN   [TOOLS:     Product/Service-­‐Analogs]   OASIS  SPOT/   “STUCK-­‐IN-­‐THE-­‐MIDDLE”   [TOOLS:     Product/Service-­‐Analogs]   VOLCANO  SPOT   [TOOLS:     Product/Service-­‐Analogs]   GREEN  OCEAN   [TOOLS:     Product/Service-­‐Analogs]   NO-­‐MAN’S-­‐ISLAND   [TOOLS:     Product/Service-­‐Analogs]   RED  OCEAN   [TOOLS:     Product/Service-­‐Analogs]   Low   (1)   (-­‐):  PAIN:   High   (10)  

3D-­‐Value  Engine  Map       3D-­‐Value  PosiEoning,  Market  SegmentaEon,  and   CompeEEve  Analysis  

3D-­‐VALUE  ENGINE  MAP  (“CompeEtors’  Rubik  Cube”)   Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….   DELIGHT  1:   ExisEng  Market  SegmentaEon   (Direct/Indirect  Compe.tors)   PAIN:   DELIGHT  2:   New  Market  SegmentaEon   (Non-­‐compe.tors;  Non-­‐customers)  

3D-­‐VALUE  ENGINE  MAP  FOR  LIFELONG  LEARNING  NETWORK   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   DELIGHT  1:   Performance   (Benefit)   ExisEng  Market  SegmentaEon   (Direct/Indirect  Compe.tors)   PAIN:   Cost   DELIGHT  2:   (Differen'a'ng   ASribute,  e.g.,   Simplicity)   New  Market  SegmentaEon   (Non-­‐compe.tors;  Non-­‐customers)  

BONUS  TOOL   Customer  AcquisiEon  Pyramid   One-­‐Page  Worksheet   That  Answers  the  Ques.on:   “How  will  a  Blue  Ocean  Lean  Startup  (BOLS)  get  customers?”  

     CUSTOMER  ACQUISITION  PYRAMID:  How  to  create  a  Blue  Ocean         Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….     Dream   Product/Service   q     Delighters   q     SaEsfiers   BUSINESS     q     DissaEsfiers   DIRECT  COMPETITORS   q     Delighters   (Core  Sector/Strategic  Groups:   q     SaEsfiers                                  Subs'tutes)   q     DissaEsfiers                                         INDIRECT  COMPETITORS  (Peripheral/ Adjacent  Industries:  Alterna'ves/Value   Chain  Complements)   NON-­‐COMPETITORS   (Remote  Industries/Economy:     Sectoral  &  Geographical  Non-­‐alterna'ves)   q     Delighters   q     SaEsfiers   q     DissaEsfiers   Why?   How?   Why?   How?   q     NON-­‐  CUSTOMERS  (“UNDERDOGS”)   o       Profitable   o       Break-­‐even   o       Unprofitable   Why?   How?   (New)  Customer  Value  ProposiEon/Market:  …………………………………………………………………..   Diffusion  (Word-­‐of-­‐mouth)  Poten'al  =  Delighters  +  Sa'sfiers  -­‐  Dissa'sfiers     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing  

CUSTOMER  ACQUISITION  PYRAMID  FOR  LIFELONG  LEARNING  NETWORK     Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs     Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs         Dream   Product/Service   q     Delighters   q     SaEsfiers   BUSINESS     q     DissaEsfiers   DIRECT  COMPETITORS   q     Delighters   (Core  Sector/Strategic  Groups:   q     SaEsfiers                                  Subs'tutes)   q     DissaEsfiers                                         INDIRECT  COMPETITORS  (Peripheral/ Adjacent  Industries:  Alterna'ves/Value   Chain  Complements)   NON-­‐COMPETITORS   (Remote  Industries/Economy:     Sectoral  &  Geographical  Non-­‐alterna'ves)   q     Delighters   q     SaEsfiers   q     DissaEsfiers   Why?   How?   Why?   How?   q     NON-­‐  CUSTOMERS  (“UNDERDOGS”)   o       Profitable   o       Break-­‐even   o       Unprofitable   Why?   How?   (New)  Customer  Value  ProposiEon/Market:  …………………………………………………………………..   Diffusion  (Word-­‐of-­‐mouth)  Poten'al  =  Delighters  +  Sa'sfiers  -­‐  Dissa'sfiers     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing  

      ROD  U       Rapidly  Discover  and  Solve  BUMPs   For  more  informaEon  on     how  to  beer  use  and  master  the  Value  Engine  Map,   contact   Red  Ocean  DisrupEon  (ROD)  University   hp://businessmodels.ning.com       #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing  

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