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
Similar to Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis
Measurement in a Continuous World - Jim HighsmithThoughtworks
Similar to Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis (20)
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Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis
1. 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
2. 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. 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?)
4. Steve
Blank’s
Petal
Diagram
Value
PosiEoning,
Market
SegmentaEon,
and
CompeEEve
Analysis
5. 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/
6.
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/
7. 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/
8. “The
Petal
Diagram
[Compe..ve
Landscape]
Drives
Your
Business
Model
Canvas”
Steve
Blank
9. 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/
10. “The
Value
Engine
Map
Drives
Red
Ocean
DisrupEon
(ROD)
Strategy
&
TacEcs”
Rod
King
12. The
Value
Engine
Map
Ensures
That
You
Do
“The
6
Jobs
of
Highly
InnovaEve
Teams”
13. 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
14. 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
15. 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
16. QuesEon
for
Value
Engine
Map
Why
and
How
to
Create
a
Lifelong
Learning
Network
for
Entrepreneurs?
17. VALUE
ENGINE
MAP
of
MARKET
UNIVERSE
Big
Urgent
Market
Problem
(BUMP):
Inadequate
learning
resources
for
entrepreneurs
BLUE
OCEAN
[Business
Model]
RED
OCEAN
[Business
Model]
18. 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]
19. 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:
20. 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
21. 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
22. 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)
23. 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)
24. 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)
25. 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)
26. 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)
27. 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)
28. 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)
30. 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)
31. 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)
32. 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)
33. 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)
34. 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)
35. 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)
36. 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)
38. 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)
39. 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)
40. BONUS
TOOL
Customer
AcquisiEon
Pyramid
One-‐Page
Worksheet
That
Answers
the
Ques.on:
“How
will
a
Blue
Ocean
Lean
Startup
(BOLS)
get
customers?”
41.
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
42. 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
43.
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