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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
Citation preview
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
Petal Diagram (Steve Blank)
Value Eng. Map (Rod King)
1) Market (Brand) Posi.oning; Perceptual Mapping ü ü
2) Classic Market Segmenta.on (Exis'ng Market/Customers) 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 ü ü
6) Players (Organiza.ons) in Compe..ve Landscape ü ü ü
7) Investments in Compe..ve Landscape ü ü
8) Industry (Value) Benchmarking; Customer Dev. Interviews ü
9) Business Model Archetypes or Pa\erns 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
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?)
1
2
3
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: h\p://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: h\p://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: h\p://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: h\p://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”
#4ROD. Dr. Rod King. [email protected] & hep://businessmodels.ning.com & hep://twieer.com/RodKuhnKing
Problem Definer
SoluEon Builder
Problem Analyzer
SoluEon Improver
Value Learner
The 6 Jobs of Highly InnovaEve Teams Rapidly Discover and Solve BUMPs
Problem Measurer
TRADE-‐OFF MAP
#4ROD. Dr. Rod King. [email protected] & hep://businessmodels.ning.com & hep://twieer.com/RodKuhnKing
Problem Definer
SoluEon Builder
Problem Analyzer
SoluEon Improver
Value Learner
Analyze Problem Analyze data/info Categorize inputs Model process/system Structure/Classify outputs Display cri.cal thinking
Improve SoluEon Resolve trade-‐offs Do mul.level thinking Transform; Disrupt Role-‐play; Simplify Implement tac.cs
Learn What’s Valued What to learn/share Evaluate (-‐/+); Monitor Reflect: Lesson Learned Tell stories; “Pitch” Summarize
The 6 Jobs of Highly InnovaEve Teams Rapidly Discover and Solve BUMPs
Measure Problem Measure impacts Collect data/info Quan.fy rela.onships Confirm channels Verify/Validate
Problem Measurer
Build SoluEon Set goals/strategies Brainstorm specs/propn. Idealize; Use “What if?” Analogize; Experiment Prototype tool; Pilot
Define Problem Define/sketch customer Make field visits; Network Observe anomalies, pains & trade-‐offs Ques.on ecosystem Explore in space/.me
TRADE-‐OFF MAP
#4ROD. Dr. Rod King. [email protected] & hep://businessmodels.ning.com & hep://twieer.com/RodKuhnKing
Problem Definer
SoluEon Builder
Problem Analyzer
SoluEon Improver
Value Learner
Analyze Problem Analyze data/info Categorize inputs Model process/system Structure/Classify outputs Display cri.cal thinking
Improve SoluEon Resolve trade-‐offs Do mul.level thinking Transform; Disrupt Role-‐play; Simplify Implement tac.cs
Learn What’s Valued What to learn/share Evaluate (-‐/+); Monitor Reflect: Lesson Learned Tell stories; “Pitch” Summarize
The 6 Jobs of Highly EffecEve Teams: LIFELONG LEARNING NETWORK for Entrepreneurs Rapidly Discover and Solve BUMPs
Measure Problem Measure impacts Collect data/info Quan.fy rela.onships Confirm channels Verify/Validate
Problem Measurer
Build SoluEon Set goals/strategies Brainstorm specs/propn. Idealize; Use “What if?” Analogize; Experiment Prototype tool; Pilot
LIFELONG LEARNING NETWORK
Define Problem Define/sketch customer Make field visits; Network Observe anomalies, pains & trade-‐offs Ques.on ecosystem Explore in space/.me
QuesEon for Value Engine Map
Why and How to Create a Lifelong Learning Network for Entrepreneurs?
VALUE ENGINE MAP of MARKET UNIVERSE
BLUE OCEAN [Business Model]
RED OCEAN [Business Model]
Big Urgent Market Problem (BUMP): Inadequate learning resources for entrepreneurs
VALUE ENGINE MAP of MARKET UNIVERSE
BLUE OCEAN [Business Model]
RED OCEAN [Business Model]
Big Urgent Market Problem (BUMP): Inadequate learning resources for entrepreneurs Job To Be Done (Market/Goal): Experience a lifelong learning network for entrepreneurs
VALUE ENGINE MAP of MARKET UNIVERSE
(-‐): PAIN:
BLUE OCEAN [Business Model]
RED OCEAN [Business Model]
(+): DE
LIGHT
: Big Urgent Market Problem (BUMP): Inadequate learning resources for entrepreneurs Job To Be Done (Market/Goal): Experience a lifelong learning network for entrepreneurs
VALUE ENGINE MAP of Cost vs. Performance MARKET SEGMENTATION (Customer Personas)
(-‐): PAIN: Cost
BLUE OCEAN [Business Model]
RED OCEAN [Business Model]
Low High
Low
High
(+): DE
LIGHT
: Perform
ance (B
enefi
t)
Big Urgent Market Problem (BUMP): Inadequate learning resources for entrepreneurs Job To Be Done (Market/Goal): Experience a lifelong learning network for entrepreneurs
VALUE ENGINE MAP of Cost vs. Performance MARKET SEGMENTATION (Customer Personas)
Low High
Low
High
(-‐): PAIN: Cost
(+): DE
LIGHT
: Perform
ance (B
enefi
t)
Big Urgent Market Problem (BUMP): Inadequate learning resources for entrepreneurs Job To Be Done (Market/Goal): Experience a lifelong learning network for entrepreneurs
VALUE ENGINE MAP of Cost vs. Performance MARKET SEGMENTATION (Customer Personas)
BLUE OCEAN [Customers]
RED OCEAN [Customers]
(-‐): PAIN: Cost
(+): DE
LIGHT
: Perform
ance (B
enefi
t)
Big Urgent Market Problem (BUMP): Inadequate learning resources for entrepreneurs Job To Be Done (Market/Goal): Experience a lifelong learning network for entrepreneurs
Low (1)
High (10)
Low (1)
High (10)
VALUE ENGINE MAP of Cost vs. Performance BUSINESS MODELS (PRODUCTS/STRATEGIES/VPs)
BLUE OCEAN [Business Model]
RED OCEAN [Business Model]
(-‐): PAIN: Cost
(+): DE
LIGHT
: Perform
ance (B
enefi
t)
Big Urgent Market Problem (BUMP): Inadequate learning resources for entrepreneurs Job To Be Done (Market/Goal): Experience a lifelong learning network for entrepreneurs
Low (1)
High (10)
Low (1)
High (10)
VALUE ENGINE MAP of Cost vs. Performance BUSINESS MODELS (PRODUCTS/STRATEGIES/VPs)
BLUE OCEAN [Business Model]
RED OCEAN [Business Model]
Low (1)
High (10)
Low (1)
High (10)
(-‐): PAIN: Cost
(+): DE
LIGHT
: Perform
ance (B
enefi
t)
Big Urgent Market Problem (BUMP): Inadequate learning resources for entrepreneurs Job To Be Done (Market/Goal): Experience a lifelong learning network for entrepreneurs
Higher EducaEon Corporate BLUE OCEAN [Business Model]
RED OCEAN [Business Model]
Adult Learning/Skills InsEtuEons Startup Ecosystem
VALUE ENGINE MAP of Cost vs. Performance BUSINESS MODELS (PRODUCTS/STRATEGIES/VPs)
(-‐): PAIN: Cost
(+): DE
LIGHT
: Perform
ance (B
enefi
t)
Big Urgent Market Problem (BUMP): Inadequate learning resources for entrepreneurs Job To Be Done (Market/Goal): Experience a lifelong learning network for entrepreneurs
Low (1)
High (10)
Low (1)
High (10)
Higher EducaEon Corporate BLUE OCEAN [Business Model]
RED OCEAN [Business Model]
Adult Learning/Skills InsEtuEons Startup Ecosystem
VALUE ENGINE MAP of Cost vs. Performance BUSINESS MODELS (PRODUCTS/STRATEGIES/VPs)
(-‐): PAIN: Cost
(+): DE
LIGHT
: Perform
ance (B
enefi
t)
Big Urgent Market Problem (BUMP): Inadequate learning resources for entrepreneurs Job To Be Done (Market/Goal): Experience a lifelong learning network for entrepreneurs
Low (1)
High (10)
Low (1)
High (10)
VALUE ENGINE MAP of Cost vs. Performance BUSINESS MODELS (EXISTING INVESTMENTS)
Higher EducaEon Corporate BLUE OCEAN [Business Model]
RED OCEAN [Business Model]
Adult Learning/Skills InsEtuEons Startup Ecosystem
$163m
$195m
$14.25m
$103m
$1.5b
$20m
$90.8m
(-‐): PAIN: Cost
(+): DE
LIGHT
: Perform
ance (B
enefi
t)
Big Urgent Market Problem (BUMP): Inadequate learning resources for entrepreneurs Job To Be Done (Market/Goal): Experience a lifelong learning network for entrepreneurs
Low (1)
High (10)
Low (1)
High (10)
VALUE ENGINE MAP of Cost vs. Performance BUSINESS MODELS (PROJECTIONS)
Higher EducaEon Corporate BLUE OCEAN [Business Model]
RED OCEAN [Business Model]
Adult Learning/Skills InsEtuEons Startup Ecosystem
$20.6b
$23m
$55b
$100b $20b
(-‐): PAIN: Cost
(+): DE
LIGHT
: Perform
ance (B
enefi
t)
Big Urgent Market Problem (BUMP): Inadequate learning resources for entrepreneurs Job To Be Done (Market/Goal): Experience a lifelong learning network for entrepreneurs
Low (1)
High (10)
Low (1)
High (10)
Source: h\p://steveblank.com/2013/11/08/a-‐new-‐way-‐to-‐look-‐at-‐compe.tors/
Classic CompeEEve Graph
VALUE ENGINE MAP
(-‐): PAIN:
(+): DE
LIGHT
:
BLUE OCEAN [Business Model]
RED OCEAN [Business Model]
Ideal Final Result (IFR): Insanely Great Experience or Ideal Minimum Viable Product (MVP)
Big Urgent Market Problem (BUMP): ………………………………………………………………………………………………………………… Job To Be Done (Market/Goal): ………………………………………………………………………………………………………………………….
Low (1)
High (10)
Low (1)
High (10)
VALUE ENGINE MAP for Red Ocean DisrupEon (ROD) Strategy and TacEcs
(-‐): PAIN:
(+): DE
LIGHT
:
BLUE OCEAN [Business Model]
RED OCEAN [Business Model]
Big Urgent Market Problem (BUMP): ………………………………………………………………………………………………………………… Job To Be Done (Market/Goal): ………………………………………………………………………………………………………………………….
Ideal Final Result (IFR): Insanely Great Experience or Ideal Minimum Viable Product (MVP)
Low (1)
High (10)
Low (1)
High (10)
(-‐): PAIN: Cost
(+): DE
LIGHT
: Diffe
ren5
a5on
BLUE OCEAN Customers
RED OCEAN Customers
LUXURY SPOT/ “DIFFERENTIATION”
Customers
GREEN OCEAN Customers
NO-‐MAN’S-‐ISLAND Customers
VOLCANO SPOT Customers
SWEET SPOT Customers
OASIS SPOT/ “STUCK-‐IN-‐THE-‐MIDDLE”
Customers
DISRUPTION SPOT/ “LOW COST”/LEAN
Customers
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)
Low (1)
High (10)
Low (1)
High (10)
(-‐): PAIN: Cost
(+): DE
LIGHT
: Diffe
ren5
a5on
BLUE OCEAN Customers
RED OCEAN Customers
LUXURY SPOT/ “DIFFERENTIATION”
Customers
GREEN OCEAN Customers
NO-‐MAN’S-‐ISLAND Customers
VOLCANO SPOT Customers
SWEET SPOT Customers
OASIS SPOT/ “STUCK-‐IN-‐THE-‐MIDDLE”
Customers
DISRUPTION SPOT/ “LOW COST”/LEAN
Customers
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)
Low (1)
High (10)
Low (1)
High (10)
q Dissa5sfiers q Sa'sfiers q Delighters
q Dissa5sfiers q Sa'sfiers q Delighters
q Dissa5sfiers q Sa'sfiers q Delighters
q Dissa5sfiers q Sa'sfiers q Delighters
q Dissa5sfiers q Sa'sfiers q Delighters
q Dissa5sfiers q Sa'sfiers q Delighters
q Dissa5sfiers q Sa'sfiers q Delighters
q Dissa5sfiers q Sa'sfiers q Delighters
(-‐): PAIN: Cost
(+): DE
LIGHT
: Diffe
ren5
a5on
BLUE OCEAN Customers
RED OCEAN Customers
LUXURY SPOT/ “DIFFERENTIATION”
Customers
GREEN OCEAN Customers
NO-‐MAN’S-‐ISLAND Customers
VOLCANO SPOT Customers
SWEET SPOT Customers
OASIS SPOT/ “STUCK-‐IN-‐THE-‐MIDDLE”
Customers
DISRUPTION SPOT/ “LOW COST”/LEAN
Customers
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)
Low (1)
High (10)
Low (1)
High (10)
q Dissa5sfiers q Sa'sfiers q Delighters
q Dissa5sfiers q Sa'sfiers q Delighters
q Dissa5sfiers q Sa'sfiers q Delighters
q Dissa5sfiers q Sa'sfiers q Delighters
q Dissa5sfiers q Sa'sfiers q Delighters
q Dissa5sfiers q Sa'sfiers q Delighters
q Dissa5sfiers q Sa'sfiers q Delighters
q Dissa5sfiers q Sa'sfiers q Delighters
(-‐): PAIN: Cost
(+): DE
LIGHT
: Diffe
ren5
a5on
BLUE OCEAN [Business Model/
Strategy/ Value Proposi.on]
RED OCEAN [Business Model/
Strategy/ Value Proposi.on]
LUXURY SPOT/ “DIFFERENTIATION” [Business Model/
Strategy/ Value Proposi.on]
GREEN OCEAN [Business Model/
Strategy/ Value Proposi.on]
NO-‐MAN’S-‐ISLAND [Business Model/
Strategy/ Value Proposi.on]
VOLCANO SPOT [Business Model/
Strategy/ Value Proposi.on]
SWEET SPOT [Business Model/
Strategy/ Value Proposi.on]
OASIS SPOT/ “STUCK-‐IN-‐THE-‐MIDDLE”
[Business Model/ Strategy/
Value Proposi.on]
DISRUPTION SPOT/ “LOW COST”/LEAN [Business Model/
Strategy/ Value Proposi.on]
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)
Low (1)
High (10)
Low (1)
High (10)
(-‐): PAIN:
(+): DE
LIGHT
:
BLUE OCEAN [TOOLS:
Product/Service-‐Analogs]
RED OCEAN [TOOLS:
Product/Service-‐Analogs]
LUXURY SPOT/ [TOOLS:
Product/Service-‐Analogs]
GREEN OCEAN [TOOLS:
Product/Service-‐Analogs]
NO-‐MAN’S-‐ISLAND [TOOLS:
Product/Service-‐Analogs]
VOLCANO SPOT [TOOLS:
Product/Service-‐Analogs]
SWEET SPOT [TOOLS:
Product/Service-‐Analogs]
OASIS SPOT/ “STUCK-‐IN-‐THE-‐MIDDLE”
[TOOLS: Product/Service-‐Analogs]
DISRUPTION SPOT/ “LOW COST”/LEAN
[TOOLS: Product/Service-‐Analogs]
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)
Low (1)
High (10)
Low (1)
High (10)
3D-‐Value Engine Map
3D-‐Value PosiEoning, Market SegmentaEon, and CompeEEve Analysis
3D-‐VALUE ENGINE MAP (“CompeEtors’ Rubik Cube”)
DELIGHT 1:
PAIN:
DELIGHT 2:
Big Urgent Market Problem (BUMP): ………………………………………………………………………………………………………………… Job To Be Done (Market/Goal): ………………………………………………………………………………………………………………………….
ExisEng Market SegmentaEon (Direct/Indirect Compe.tors)
New Market SegmentaEon (Non-‐compe.tors; Non-‐customers)
3D-‐VALUE ENGINE MAP FOR LIFELONG LEARNING NETWORK
DELIGHT 1: Performance (Benefit)
PAIN: Cost
DELIGHT 2: (Differen'a'ng ASribute, e.g., Simplicity)
ExisEng Market SegmentaEon (Direct/Indirect Compe.tors)
New Market SegmentaEon (Non-‐compe.tors; Non-‐customers)
Big Urgent Market Problem (BUMP): Inadequate learning resources for entrepreneurs Job To Be Done (Market/Goal): Experience a lifelong learning network for entrepreneurs
BONUS TOOL
Customer AcquisiEon Pyramid One-‐Page Worksheet
That Answers the Ques.on: “How will a Blue Ocean Lean Startup (BOLS) get customers?”
q Delighters q SaEsfiers q DissaEsfiers
q Delighters q SaEsfiers q DissaEsfiers
q Delighters q SaEsfiers q DissaEsfiers
NON-‐COMPETITORS (Remote Industries/Economy: Sectoral & Geographical Non-‐alterna'ves)
DIRECT COMPETITORS (Core Sector/Strategic Groups: Subs'tutes)
BUSINESS
(New) Customer Value ProposiEon/Market: …………………………………………………………………..
q NON-‐ CUSTOMERS (“UNDERDOGS”) o Profitable o Break-‐even o Unprofitable
Dream Product/Service
Why? How?
Why? How?
Why? How?
INDIRECT COMPETITORS (Peripheral/Adjacent Industries: Alterna'ves/Value Chain Complements)
Diffusion (Word-‐of-‐mouth) Poten'al = Delighters + Sa'sfiers -‐ Dissa'sfiers
CUSTOMER ACQUISITION PYRAMID: How to create a Blue Ocean
Big Urgent Market Problem (BUMP): ………………………………………………………………………………………………………………… Job To Be Done (Market/Goal): ………………………………………………………………………………………………………………………….
#4ROD. Dr. Rod King. [email protected] & hep://businessmodels.ning.com & hep://twieer.com/RodKuhnKing
q Delighters q SaEsfiers q DissaEsfiers
q Delighters q SaEsfiers q DissaEsfiers
q Delighters q SaEsfiers q DissaEsfiers
NON-‐COMPETITORS (Remote Industries/Economy: Sectoral & Geographical Non-‐alterna'ves)
DIRECT COMPETITORS (Core Sector/Strategic Groups: Subs'tutes)
BUSINESS
(New) Customer Value ProposiEon/Market: …………………………………………………………………..
q NON-‐ CUSTOMERS (“UNDERDOGS”) o Profitable o Break-‐even o Unprofitable
Dream Product/Service
Why? How?
Why? How?
Why? How?
INDIRECT COMPETITORS (Peripheral/Adjacent Industries: Alterna'ves/Value Chain Complements)
Diffusion (Word-‐of-‐mouth) Poten'al = Delighters + Sa'sfiers -‐ Dissa'sfiers
CUSTOMER ACQUISITION PYRAMID FOR LIFELONG LEARNING NETWORK
#4ROD. Dr. Rod King. [email protected] & hep://businessmodels.ning.com & hep://twieer.com/RodKuhnKing
Big Urgent Market Problem (BUMP): Inadequate learning resources for entrepreneurs Job To Be Done (Market/Goal): Experience a lifelong learning network for entrepreneurs
For more informaEon on how to be\er use and master the Value Engine Map,
contact Red Ocean DisrupEon (ROD) University
h\p://businessmodels.ning.com
#4ROD. Dr. Rod King. [email protected] & hep://businessmodels.ning.com & hep://twieer.com/RodKuhnKing
Rapidly Discover and Solve BUMPs
ROD U