Steve	
  Blank’s	
  Petal	
  Diagram	
  vs.	
  Rod	
  King’s	
  Value	
  Engine	
  Map	
  

Visual	
  Tools	
  for	
  Valu...
Visual	
  Tools	
  for	
  Value	
  PosiEoning,	
  Market	
  SegmentaEon,	
  and	
  CompeEEve	
  Analysis	
  	
  
CHARACTER...
3	
  CompeEEve	
  Strategy	
  QuesEons	
  for	
  
Insurgent	
  and	
  Incumbent	
  CompeEtors	
  
1	
  
2	
  
3	
  

WHO	
...
Steve	
  Blank’s	
  Petal	
  Diagram	
  
Value	
  PosiEoning,	
  Market	
  SegmentaEon,	
  and	
  
CompeEEve	
  Analysis	
...
PETAL	
  DIAGRAM	
  of	
  CompeEEve	
  Landscape:	
  Create	
  a	
  Lifelong	
  Learning	
  Network	
  for	
  Entrepreneur...
 

PETAL	
  DIAGRAM	
  of	
  CompeEEve	
  Landscape:	
  Create	
  a	
  Lifelong	
  Learning	
  Network	
  for	
  Entrepren...
PETAL	
  DIAGRAM	
  of	
  CompeEEve	
  Landscape:	
  Create	
  a	
  Lifelong	
  Learning	
  Network	
  for	
  Entrepreneur...
“The	
  Petal	
  Diagram	
  
[Compe..ve	
  Landscape]	
  
Drives	
  
Your	
  Business	
  Model	
  Canvas”	
  
	
  
Steve	
...
Rod	
  King’s	
  Value	
  Engine	
  Map	
  	
  
(3x3	
  Fractal	
  Storycard)	
  
Value	
  PosiEoning,	
  Market	
  Segmen...
“The	
  Value	
  Engine	
  Map	
  
Drives	
  
Red	
  Ocean	
  DisrupEon	
  (ROD)	
  
Strategy	
  &	
  TacEcs”	
  
	
  
Rod...
How?	
  
The	
  Value	
  Engine	
  Map	
  
Ensures	
  That	
  You	
  Do	
  
“The	
  6	
  Jobs	
  
of	
  
Highly	
  InnovaEve	
  Tea...
The	
  6	
  Jobs	
  of	
  Highly	
  InnovaEve	
  Teams	
  
Rapidly	
  Discover	
  and	
  Solve	
  BUMPs	
  

Problem	
  
D...
The	
  6	
  Jobs	
  of	
  Highly	
  InnovaEve	
  Teams	
  
Rapidly	
  Discover	
  and	
  Solve	
  BUMPs	
  

Problem	
  
D...
The	
  6	
  Jobs	
  of	
  Highly	
  EffecEve	
  Teams:	
  LIFELONG	
  LEARNING	
  NETWORK	
  for	
  Entrepreneurs	
  
Rapid...
QuesEon	
  for	
  Value	
  Engine	
  Map	
  

Why	
  and	
  How	
  to	
  
Create	
  a	
  Lifelong	
  Learning	
  Network	
...
VALUE	
  ENGINE	
  MAP	
  of	
  MARKET	
  UNIVERSE	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  Inadequate	
  lear...
VALUE	
  ENGINE	
  MAP	
  of	
  MARKET	
  UNIVERSE	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  Inadequate	
  lear...
VALUE	
  ENGINE	
  MAP	
  of	
  MARKET	
  UNIVERSE	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  Inadequate	
  lear...
VALUE	
  ENGINE	
  MAP	
  of	
  Cost	
  vs.	
  Performance	
  MARKET	
  SEGMENTATION	
  (Customer	
  Personas)	
  
Big	
  ...
VALUE	
  ENGINE	
  MAP	
  of	
  Cost	
  vs.	
  Performance	
  MARKET	
  SEGMENTATION	
  (Customer	
  Personas)	
  
	
  

B...
VALUE	
  ENGINE	
  MAP	
  of	
  Cost	
  vs.	
  Performance	
  MARKET	
  SEGMENTATION	
  (Customer	
  Personas)	
  
	
  

B...
VALUE	
  ENGINE	
  MAP	
  of	
  Cost	
  vs.	
  Performance	
  BUSINESS	
  MODELS	
  (PRODUCTS/STRATEGIES/VPs)	
  
Big	
  U...
VALUE	
  ENGINE	
  MAP	
  of	
  Cost	
  vs.	
  Performance	
  BUSINESS	
  MODELS	
  (PRODUCTS/STRATEGIES/VPs)	
  
Big	
  U...
VALUE	
  ENGINE	
  MAP	
  of	
  Cost	
  vs.	
  Performance	
  BUSINESS	
  MODELS	
  (PRODUCTS/STRATEGIES/VPs)	
  
Big	
  U...
VALUE	
  ENGINE	
  MAP	
  of	
  Cost	
  vs.	
  Performance	
  BUSINESS	
  MODELS	
  (PRODUCTS/STRATEGIES/VPs)	
  
Big	
  U...
VALUE	
  ENGINE	
  MAP	
  of	
  Cost	
  vs.	
  Performance	
  BUSINESS	
  MODELS	
  (EXISTING	
  INVESTMENTS)	
  
Big	
  U...
VALUE	
  ENGINE	
  MAP	
  of	
  Cost	
  vs.	
  Performance	
  BUSINESS	
  MODELS	
  (PROJECTIONS)	
  
Big	
  Urgent	
  Mar...
Classic	
  CompeEEve	
  Graph	
  

Source:	
  	
  hp://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.to...
VALUE	
  ENGINE	
  MAP	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  …………………………………………………………………………………………………………………	
 ...
VALUE	
  ENGINE	
  MAP	
  for	
  Red	
  Ocean	
  DisrupEon	
  (ROD)	
  Strategy	
  and	
  TacEcs	
  
Big	
  Urgent	
  Mark...
VALUE	
  ENGINE	
  MAP	
  of	
  Market	
  Universe:	
  9	
  Archetypal	
  Customer	
  Segments	
  (Personas)	
  
Big	
  Ur...
VALUE	
  ENGINE	
  MAP	
  of	
  Market	
  Universe:	
  9	
  Archetypal	
  Customer	
  Segments	
  (Personas)	
  
Big	
  Ur...
VALUE	
  ENGINE	
  MAP	
  of	
  Market	
  Universe:	
  9	
  Archetypal	
  Customer	
  Segments	
  (Personas)	
  
Big	
  Ur...
VALUE	
  ENGINE	
  MAP	
  of	
  Universe	
  of	
  BUSINESS	
  MODELS	
  (PRODUCTS/STRATEGIES/VPs)	
  
Big	
  Urgent	
  Mar...
VALUE	
  ENGINE	
  MAP	
  of	
  Universe	
  of	
  TOOLS	
  (ANALOGICAL	
  PRODUCTS/SERVICES:	
  In/Out	
  of	
  Industry)	...
3D-­‐Value	
  Engine	
  Map	
  	
  
	
  
3D-­‐Value	
  PosiEoning,	
  Market	
  SegmentaEon,	
  and	
  
CompeEEve	
  Analy...
3D-­‐VALUE	
  ENGINE	
  MAP	
  (“CompeEtors’	
  Rubik	
  Cube”)	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  ……………...
3D-­‐VALUE	
  ENGINE	
  MAP	
  FOR	
  LIFELONG	
  LEARNING	
  NETWORK	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
 ...
BONUS	
  TOOL	
  
Customer	
  AcquisiEon	
  Pyramid	
  
One-­‐Page	
  Worksheet	
  
That	
  Answers	
  the	
  Ques.on:	
  ...
 	
  	
  CUSTOMER	
  ACQUISITION	
  PYRAMID:	
  How	
  to	
  create	
  a	
  Blue	
  Ocean	
  
	
  
	
  
	
  

Big	
  Urgen...
CUSTOMER	
  ACQUISITION	
  PYRAMID	
  FOR	
  LIFELONG	
  LEARNING	
  NETWORK	
  

	
  
Big	
  Urgent	
  Market	
  Problem	...
 
	
  

	
  

ROD	
  U	
  
	
  

	
  

Rapidly	
  Discover	
  and	
  Solve	
  BUMPs	
  

For	
  more	
  informaEon	
  on	
...
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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

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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

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  • This presentation is a landmark in my opinion. I am scooping it for the benefit of readers who might have missed it.
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  • Hi Andriu Z,
    Yesterday, I got your message below from the Slideshare Team:

    'Hi Rod, as far as I know TRIZ I'm not s[h]ure you can put IFR alongside with MVP.'

    However, when I came to the website to respond, I did not see your message. I don't know if you deleted your original message. Nevertheless, I shall proceed to give my response since you make a great observation. I shall make some comments regarding the relationship between the concept of Minimum Viable Product (MVP) in the Lean Startup Method and the concept of Ideal Final Result (IFR) in TRIZ.

    I find very fascinating the concept of Ideal Final Result (IFR). The concept of IFR is popularized and used by TRIZ practitioners. However, the IFR concept is deeply mathematical and philosophical. In theory, the IFR refers to an outcome with zero pain (disadvantage, harmful effect, or cost) and infinite delight (advantage, useful effect, or benefit). In philosophy, the IFR is analogous to a utopic or perfect outcome; in religion and in particular, Budhism, we may liken the IFR to Nirvana. In Christianity, the IFR is related to the concept of Paradise. In practical terms, the IFR implies zero trade-off, contradiction, or conflict. As we know, it is impossible to achieve the IFR in real life. Consequently, TRIZ practitioners often focus on what I call 'Practical IFR.' A Practical IFR is an object or a tool that freely, perfectly, effortlessly, and instantly delivers its functionality, that is, it costs nothing, has no mass, requires no effort, and causes no harmful effect while generating useful effects and the highest value. The attributes of the IFR can be summarized as 'Free, Perfect, Now.' In order to survive, all objects and especially living systems evolve towards the Ideal IFR. Although the concept of the IFR has not been associated with that of the Minimum Viable Product (MVP), the two concepts are indeed strongly related. According to Eric Ries in his book, The Lean Startup: 'The MVP is that version of the product that enables a full turn of the Build-Measure-learn loop with a minimum amount of effort and the least amount of development time.' In the Trade-off Map in the above presentation, I indicate that 'Ideal Final Result (IFR) = Insanely Great Experience = Ideal Minimum Viable Product (MVP)'. Please note that I'm not directly comparing the MVP to the IFR. Rather, I'm equating the Ideal MVP to the IFR. Drawing from the concept of a Practical IFR and Ries's definition of an MVP, I'd say: the IDEAL MVP is a product, service, or tool that enables MAXIMUM VALIDATED LEARNING (Delight, Advantage, or Useful Effect) WITHOUT ANY EFFORT AND DEVELOPMENT TIME (Pain, Disadvantage, or Harmful Effect).' In other words, the Ideal MVP resolves the contradiction of 'Effort (Time) vs. Validated Learning.' A 3x3 Trade-off Map of Effort (Time) vs. Learning can reveal how the contradiction has analogously been resolved in multiple industries and domains. A benefit of this approach is that entrepreneurs and designers can use principles, ideas, and tools of inventive problem solving (TRIZ) to rapidly generate prototypes that are close to the Ideal MVP. Based on the foregoing comments, a Practically Ideal MVP is a competitor's product, service, or tool that is freely available or being used by customers. Consequently, a Lean Startup can relatively effortlessly obtain maximum learning at minimum cost and time. The current practice is for a Lean Startup to time and money building its own prototype or MVP. According to the principle of the IFR, the Ideal MVP is a competitor's product, service, or tool. This is a rather long explanation for your short question or comment. However, I hope that I have managed to illustrate the strong relationships between the concept of the Ideal IFR and Ideal MVP. Should you have further questions or comments, do let me know.
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  • Hi Rod, as far as I know TRIZ I'm not shure you can put IFR alongside with MVP.
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  • @hudali15: Ali, Thanks for your comment and support. You write, 'I feel I am featured.' I feel the same. We are indeed featured, as we walk together on this journey of a thousand miles.
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  • Rod- I am so happy this presentation is featured. Its logic flows and the impact of its value is great. I feel I am featured. So happy for readers to take notice of this sound presentation.
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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  
  11. How?  
  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)  
  29. Classic  CompeEEve  Graph   Source:    hp://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/    
  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)  
  37. 3D-­‐Value  Engine  Map       3D-­‐Value  PosiEoning,  Market  SegmentaEon,  and   CompeEEve  Analysis  
  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  

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