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Inexpensively Leapfrogging the Competition<br />THE TRADE-OFF MAPSimply Mapping All Customer Needs, Selections, and Experi...
DELIGHT-PAIN BALANCE Stage of Customer Experience Cycle: Adoption/Usage/Maintenance/Disposal<br />MARKET (CUSTOMER MAIN DE...
  Cost (Price)
Differentiation (Social Status/Cachet)
  Inaccessibility/Unavailability
Personalization (Identity/Character)
  Complexity (Time)</li></ul>TOOL<br />ALTERNATIVES:  ………………<br />Trade-off Quotient (TQ)<br />= Pain/Delight<br />= Incon...
TRADE-OFF PARADIGMFactors for Selecting Alternative Products, Services, and Business Models in a Market<br />Customer Expe...
TRADE-OFF MAP for a Market(“Trade-off Equation” by Dr. Rod King: Trade-off Quotient = Pain/Delight = Customer Experience Q...
VISUALLY ANALYZING  A MARKET <br /><ul><li> Identifying gaps and non-customers
 Patterns in the evolution of products, services, and business models/markets
 Degree of Trade-off of product/service
 Value Quotient of product/service</li></ul>IMPROVING CUSTOMER EXPERIENCES<br /><ul><li> Maximizing customer fidelity (del...
 Minimizing inconvenience (pain)
 Significantly reducing the Degree of Trade-off in products and services
 Greatly increasing the Value Quotient</li></ul>SIMPLIFYING COMPETITVE ANALYSIS<br /><ul><li> Visual Benchmarking (Profiling)
 Visual Positioning (Branding)
 Competitive (Relative) Degree of Trade-off & Switching
 Competitive Value Quotient</li></ul>VISUALLY MAKING BETTER DECISIONS<br />Visual decision-making relating to:<br /><ul><l...
 Competitive Degree of Trade-off
 Competitive Value Quotient (VQ)
 Evaluating Unique Value Propositions
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THE TRADE-OFF MAP: Simply Mapping All Customer Needs, Selections, and Experiences in a Market

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We are at the start of a revolution in customer experience innovation. This revolution is being led by the concept of "trade-off" which is increasingly getting more attention. Thanks to Kevin Maney's new book, "Trade-Off: Why Some Things Catch On and Others Don't."

This presentation contains the background as well as a tool for mapping customer trade-offs as well as improving and innovating on customer experiences. The presentation includes ideas from Kevin Maney's "Trade-Off" book. This presentation also contains archetypal trade-off maps for examples in the Fidelity Belly as well as Hit Zone for products and services. Starbucks is featured as an example of a business that is currently in the Fidelity Belly.

Published in: Business, Technology

Transcript of "THE TRADE-OFF MAP: Simply Mapping All Customer Needs, Selections, and Experiences in a Market"

  1. 1. Inexpensively Leapfrogging the Competition<br />THE TRADE-OFF MAPSimply Mapping All Customer Needs, Selections, and Experiences in a MarketDr. Rod King<br />
  2. 2. DELIGHT-PAIN BALANCE Stage of Customer Experience Cycle: Adoption/Usage/Maintenance/Disposal<br />MARKET (CUSTOMER MAIN DESIRED EXPERIENCE/INTENT/NEED/OBJECTIVE/JOB): …………………………………………………………………..……….<br />DELIGHT (Fidelity)<br />PAIN (Inconvenience)<br /><ul><li> Quality (Content/Performance)
  3. 3. Cost (Price)
  4. 4. Differentiation (Social Status/Cachet)
  5. 5. Inaccessibility/Unavailability
  6. 6. Personalization (Identity/Character)
  7. 7. Complexity (Time)</li></ul>TOOL<br />ALTERNATIVES: ………………<br />Trade-off Quotient (TQ)<br />= Pain/Delight<br />= Inconvenience/Fidelity<br />= Customer Exp. Quotient<br />SELECTION/ACTION: ………<br />Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  8. 8. TRADE-OFF PARADIGMFactors for Selecting Alternative Products, Services, and Business Models in a Market<br />Customer Experience Cycle: * Awareness * Order/Request * Purchase * Delivery/Storage * Main Usage * Supplementary/Complementary Usage & Context * Maintenance * Disposal <br />Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  9. 9. TRADE-OFF MAP for a Market(“Trade-off Equation” by Dr. Rod King: Trade-off Quotient = Pain/Delight = Customer Experience Quotient)<br />Zero Trade-off<br />(“What customers ultimately want:<br />Free, Perfect, Now”)<br />MARKET (CUSTOMER JOB): ………………………………….<br />Period/Year: …………….…………………………………………..<br />High<br />Luxury Spot<br />Disruption Spot<br />(+): DELIGHT<br />Low<br />Strategic Choice<br />Low<br />High<br />(-): PAIN<br />Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  10. 10. VISUALLY ANALYZING A MARKET <br /><ul><li> Identifying gaps and non-customers
  11. 11. Patterns in the evolution of products, services, and business models/markets
  12. 12. Degree of Trade-off of product/service
  13. 13. Value Quotient of product/service</li></ul>IMPROVING CUSTOMER EXPERIENCES<br /><ul><li> Maximizing customer fidelity (delight)
  14. 14. Minimizing inconvenience (pain)
  15. 15. Significantly reducing the Degree of Trade-off in products and services
  16. 16. Greatly increasing the Value Quotient</li></ul>SIMPLIFYING COMPETITVE ANALYSIS<br /><ul><li> Visual Benchmarking (Profiling)
  17. 17. Visual Positioning (Branding)
  18. 18. Competitive (Relative) Degree of Trade-off & Switching
  19. 19. Competitive Value Quotient</li></ul>VISUALLY MAKING BETTER DECISIONS<br />Visual decision-making relating to:<br /><ul><li> Hit Zone: SuperHit/Sweet Spot/</li></ul>Luxury Spot/Disruption Spot<br /><ul><li>Fidelity Belly: Oasis/Volcano/Green Ocean/No Man’s Land/Red Ocean</li></ul>BENEFITS OF <br />THE TRADE-OFF MAP<br />(Trade-Off Analysis & Decision-making)<br />PREDICTING ‘HITS’ & ‘FLOPS’<br /><ul><li>Design goals for ‘Hit’ products/services
  20. 20. Competitive Degree of Trade-off
  21. 21. Competitive Value Quotient (VQ)
  22. 22. Evaluating Unique Value Propositions
  23. 23. Determining in what spot to invest</li></ul>VISUAL COMPETITIVE STRATEGIES<br /><ul><li>Fidelity Strategy for Value Chain
  24. 24. Inconvenience Strategy for Value Chain
  25. 25. SuperHit Strategy (“existing market”)
  26. 26. Zero Trade-off Strategy (“new or hybrid ecosystem; uncontested market”)</li></ul>VISUAL BUSINESS MODEL INNOVATION<br />Redesigning business model/value chain:<br /><ul><li>SuperHit
  27. 27. Sweet Spot
  28. 28. Luxury Spot
  29. 29. Disruption Spot</li></ul>VISUAL BUSINESS INTELLIGENCE/MNGT<br /><ul><li> Self-monitoring & management of performance of product/service
  30. 30. Tracking and monitoring of competitors
  31. 31. Tracking push and pull effects of technological innovation & competition</li></ul>Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  32. 32. TRADE-OFF MAP Showing the Hit Zone & Fidelity BellyStage of Customer Experience Cycle: Adoption/Usage/Maintenance/Disposal<br />Zero Trade-off<br />(cf. “Wrecking-ball moment”)<br />‘Hit’ Zone<br />MARKET (CUSTOMER JOB): ………………………………….<br />Period/Year: …………….…………………………………………..<br />High<br />Luxury Spot<br />Disruption Spot<br />DELIGHT:<br />Fidelity<br />Low<br />Strategic Choice<br />Fidelity Belly<br />(Super-)convenience<br />Low<br />High<br />PAIN: Inconvenience <br />Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  33. 33. SUPERHIT<br /><ul><li>Google – Search (Knowledge)
  34. 34. Dell (Knowledge)
  35. 35. Amazon.com (Knowledge/Retail)
  36. 36. Swatch (Consumer Accessory)</li></ul>SWEET SPOT<br /><ul><li>Cirque du Soleil (Entertainment)
  37. 37. Target (Retail)
  38. 38. Borders (Knowledge)
  39. 39. Barnes & Noble (Knowledge)
  40. 40. FedEx (Transportation – Packages)</li></ul>Examples of <br />PRODUCTS/SERVICES<br /> IN<br />THE HIT ZONE<br />(2009)<br />LUXURY SPOT<br /><ul><li>iPhone(Communication/Computing)
  41. 41. Disneyland (Entertainment)
  42. 42. Porsche (Transportation)
  43. 43. Singapore Airlines (Transportation)
  44. 44. Louis Vuitton(Fashion)</li></ul>DISRUPTION SPOT<br /><ul><li> Southwest Airlines (Transportation)
  45. 45. Nintendo – Wii(Consumer Electronics)
  46. 46. Wal-Mart (Retailer); IKEA (Furniture)
  47. 47. YouTube (Knowledge – Media)
  48. 48. Netflix (Entertainment – Media)</li></ul>Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  49. 49. AVAILABILITY/ACCESSIBILITY<br /><ul><li> Exclusive
  50. 50. Rare</li></ul>COST (PRICE)<br /><ul><li>Expensive
  51. 51. Premium price</li></ul>SOCIAL AURA & CACHET<br /><ul><li>High social aura and value
  52. 52. High social cachet
  53. 53. Cool/Creative/Rebellious
  54. 54. Hot/Unique
  55. 55. A “treat”</li></ul>IDENTITY (‘CHARACTER’)<br /><ul><li> Unique/Not one of the crowd or masses
  56. 56. Rare
  57. 57. Special place and social context
  58. 58. Privileged/Elite/Cognoscenti</li></ul>Characteristics & Strategies of <br />PRODUCTS/SERVICES<br /> IN<br />QUALITY (CONTENT/PERFORMANCE)<br /><ul><li> Hard-to-beat level of fidelity
  59. 59. Business requires strong and unique core competence
  60. 60. Maintaining luxury spot is difficult due to disruptive technology and innovation</li></ul>THE LUXURY SPOT<br />(“Super-fidelity”)<br />LOVE (LOYALTY/FUN)<br /><ul><li> Customers love product/service
  61. 61. Easily recognizable brand
  62. 62. Easily gains media attention
  63. 63. Great customer service</li></ul>BUSINESS MODEL (SIMPLICITY)<br /><ul><li>Relies on niche or well-off customers
  64. 64. Customers are in the ‘short head’ of the customer spectrum (top of pyramid)
  65. 65. Higher profit margin
  66. 66. Big budget PR/advertising</li></ul>NEED<br /><ul><li> Customers don’t really need to have (all features of) product/service
  67. 67. Customers can live without product/ service since it is not a ‘basic’ need</li></ul>Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  68. 68. ACCESSIBILITY/AVAILABILITY<br /><ul><li> Relatively ubiquitous
  69. 69. Easy to access, get, and/or use
  70. 70. Wide coverage</li></ul>COST (PRICE)<br /><ul><li>Inexpensive
  71. 71. Low price/Relatively cheap/Free</li></ul>SOCIAL AURA & CACHET<br /><ul><li>Low or no social aura
  72. 72. Low or no social cachet</li></ul>IDENTITY (‘CHARACTER’)<br /><ul><li> Usually has bland identity
  73. 73. Not special
  74. 74. Often involves commoditization
  75. 75. Common/the masses</li></ul>Characteristics & Strategies of <br />PRODUCTS/SERVICES<br /> IN <br />QUALITY (CONTENT/PERFORMANCE)<br /><ul><li> Good enough-quality; hybrid; prototype
  76. 76. Hard-to-beat level of convenience
  77. 77. Simple to use; focus is on core function
  78. 78. Many iterations for higher convenience
  79. 79. Requires disruptive technology/model</li></ul>THE DISRUPTION SPOT<br />(“Super-convenience”)<br />LOVE (LOYALTY/FUN)<br /><ul><li> Customers habitually need product/ service especially at lowest price
  80. 80. Brand is not a darling of the media
  81. 81. Customers do not have strong loyalty to product/service</li></ul>BUSINESS MODEL (SIMPLICITY)<br /><ul><li>Relies on mass market; word of mouth
  82. 82. Customers are in ‘long tail’ of customer spectrum (bottom of pyramid)
  83. 83. Lower profit margin
  84. 84. Requires economies of scale & high vol.</li></ul>NEED<br /><ul><li> Customers desperately or daily need product/service
  85. 85. Customers can hardly live without product/service</li></ul>Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  86. 86. TRADE-OFF STRATEGY For Luxury SpotStage of Customer Experience Cycle: Adoption/Usage/Maintenance/Disposal<br />Name of Business: ………………………………………………………………………………………………….… Year: ……………………<br />Sector/Ecosystem/Industry: ………………………………………………………………………………………………………………………<br />Mission/Vision: ……………………………..……………………………………………………………………………………….…………………<br />ELEMENTS OF TRADE-OFF STRATEGY FOR LUXURY SPOT-PRODUCT/SERVICE:<br />Trade-off (Value Chain) Strategy<br /><ul><li> DELIGHT (Fidelity) TACTICS:
  87. 87. Eliminate ……………………………………………</li></ul>- Reduce ……………………………..…..……………<br />- Increase ……………………….……….……………<br />- Create/Procure ……………….…….……………<br /><ul><li> PAIN (Inconvenience) TACTICS:
  88. 88. Eliminate ……………………………………………</li></ul>- Reduce ……………………………..…..……………<br />- Increase ……………………….……….……………<br /><ul><li> Create/Procure ……………….…….……………</li></ul>Customer Value Proposition<br />High performance (brand) at exclusive price<br />Targeted Customer Segment(Interviewees)<br />Well-to-do customers in the ‘short head’<br />Customer Experience/Value Proposition: …………………………………………………………………………….…………………<br />Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing<br />
  89. 89. TRADE-OFF STRATEGY For Disruption SpotStage of Customer Experience Cycle: Adoption/Usage/Maintenance/Disposal<br />Name of Business: ………………………………………………………………………………………………….… Year: ……………………<br />Sector/Ecosystem/Industry: ………………………………………………………………………………………………………………………<br />Mission/Vision: ……………………………..……………………………………………………………………………………….…………………<br />ELEMENTS OF TRADE-OFF STRATEGY FOR DISRUPTION SPOT-PRODUCT/SERVICE:<br />Trade-off (Value Chain) Strategy<br /><ul><li> DELIGHT (Fidelity) TACTICS:
  90. 90. Eliminate ……………………………………………</li></ul>- Reduce ……………………………..…..……………<br />- Increase ……………………….……….……………<br /><ul><li> Create/Procure ……………….…….……………
  91. 91. PAIN (Inconvenience) TACTICS:
  92. 92. Eliminate ……………………………………………</li></ul>- Reduce ……………………………..…..……………<br />- Increase ……………………….……….……………<br /><ul><li> Create/Procure ……………….…….……………</li></ul>Customer Value Proposition<br />Good enough-performance (quality) at a low price<br />Targeted Customer Segment(Interviewees)<br />The masses/customers in ‘long tail’<br />Customer Experience/Value Proposition: …………………………………………………………………………….…………………<br />Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://businessmodels.ning.com & http://twitter.com/RodKuhnKing<br />
  93. 93. TRADE-OFF INTERACTION DIAGRAMInteraction of Factors Influencing Selection of a Product, Service, or Business Model<br />Quality<br />(Content/ Performance)<br />Need<br />Accessibility/<br />Availability<br />CUSTOMER<br />Love (Loyalty/Fun)<br />Cost (Price)<br />Social Aura/Cachet<br />Simplicity<br />Identity<br />(‘Character’)<br />Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  94. 94. OASIS<br /><ul><li>Segway(Transportation)
  95. 95. Hulu(Knowledge – Internet TV)
  96. 96. Music CDs (Entertainment)
  97. 97. Starbucks (Food/Entertainment)
  98. 98. Mariott Hotels (Hospitality)</li></ul>VOLCANO<br /><ul><li> Amazon – Kindle (Knowledge)
  99. 99. Movie Theaters (Entertainment)
  100. 100. Blu-Ray (Entertainment – DVD Player)
  101. 101. Apple’s Newton – PDA (Knowledge – Computing)</li></ul>Examples of <br />PRODUCTS/SERVICES<br />TRAPPED IN<br />THE FIDELITY BELLY<br />(2009)<br />NO MAN’S LAND<br /><ul><li>Traditional Newspapers (Knowledge)
  102. 102. Earthlink(Knowledge – Internet)
  103. 103. EarlyElectric Cars (Transportation)</li></ul>GREEN OCEAN<br /><ul><li> Small independent bookstores (Knowledge)
  104. 104. NHL – TV Broadcast (Entertainment)
  105. 105. Special products/services or niches: kids (toys); elderly; disable </li></ul>RED OCEAN<br /><ul><li>Yugo Car (Transportation)
  106. 106. Webvan(Food)
  107. 107. Kodal’s 1st Digital Camera (Knowledge)
  108. 108. Teledesic(Communications)
  109. 109. General Magic’s Telescript(Knowledge)</li></ul>Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  110. 110. OASIS<br /><ul><li> Good enough to use
  111. 111. Technology is in up/down transition
  112. 112. Apathetic or disappointed customers: neither loved nor desperately needed product</li></ul>VOLCANO<br /><ul><li>Expensive; Largely unavailable
  113. 113. Appeals to early adopters or fans
  114. 114. Difficult to use; less frequently used
  115. 115. Most customers are dissatisfied and looking for better alternatives</li></ul>Characteristics & Strategies of <br />PRODUCTS/SERVICES<br /> IN<br />THE FIDELITY BELLY<br />NO MAN’S LAND<br /><ul><li>Existing customers are dissatisfied and looking for better alternatives
  116. 116. Declining customer base
  117. 117. Obsolete or inappropriate technology</li></ul>GREEN OCEAN<br /><ul><li> Less frequently used
  118. 118. Low level or commoditized technology
  119. 119. Commodity; ‘bloody’ price wars
  120. 120. Existing customers are dissatisfied; niche such as kids, elderly, and/or disable</li></ul>RED OCEAN<br /><ul><li> Expensive; Largely unavailable
  121. 121. Difficult to use; less frequently used
  122. 122. Existing customers dislike product/ service and eventually stop using it
  123. 123. Mismatched technology: ahead of time</li></ul>Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  124. 124. CUSTOMER NEEDS, SELECTIONS, AND EXPERIENCESStage of Customer Experience Cycle: Adoption/Usage/Maintenance/Disposal<br />Zero Trade-off-Experience<br />(cf. “Wrecking-ball <br />moment”)<br />‘Hit’ Zone<br />MARKET (CUSTOMER JOB): ………………………………….<br />Period/Year: …………….…………………………………………..<br />High Fidelity<br />SuperHit-Need/Experience<br />Sweet Spot-Need/Experience<br />Luxury Spot-Need/Experience<br />Disruption Spot-Need/Experience<br />DELIGHT:<br />Fidelity<br />Low Fidelity<br />Fidelity Belly<br />(Super-)convenience<br />Inconvenience<br />PAIN: Inconvenience <br />Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  125. 125. CATEGORIES OF CUSTOMER NEEDS, SELECTIONS, AND EXPERIENCESStage of Customer Experience Cycle: Adoption/Usage/Maintenance/Disposal<br />Zero Trade-off-Experience<br />(cf. “Wrecking-ball moment”)<br />‘Hit’ Zone<br />MARKET (CUSTOMER JOB): ………………………………….<br />Period/Year: …………….…………………………………………..<br />High-end<br />SuperHit-Need/Experience<br />Sweet Spot-Need/Experience<br />Luxury Spot-Need/Experience<br />Disruption Spot-Need/Experience<br />Oasis-<br />Need/Experience<br />Volcano- Need/Experience<br />DELIGHT:<br />Fidelity<br />Low-end<br />Green Ocean- Need/Experience<br />No Man’s Land- Need/Experience<br />Red Ocean- Need/Experience<br />Fidelity Belly<br />Convenience<br />Inconvenience<br />PAIN: Inconvenience <br />Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  126. 126. TRADE-OFF MAP For Computing MarketPatterns in the Evolution of Computing Ecosystems<br />Zero Trade-off<br />(cf. “Wrecking-ball moment”)<br />‘Hit’ Zone<br />MARKET (CUSTOMER JOB): COMPUTING at Work/Home/Outdoors Period/Year: ……………………..<br />SuperHit –<br /><ul><li> Mobile/Handheld Computer
  127. 127. Internet</li></ul>Sweet Spot –<br /><ul><li> Mini-Computer (Server)</li></ul>Luxury Spot –<br /><ul><li>Mainframe/ Super-Computer</li></ul>High-end<br />Disruption Spot –<br /><ul><li> Desktop Computer
  128. 128. Laptop Computer </li></ul>Oasis –<br /><ul><li>Analog Mini-Computer</li></ul>Volcano –<br /><ul><li>Analog Mainframe Computer</li></ul>DELIGHT:<br />Fidelity<br />Green Ocean –<br /><ul><li> Calculator</li></ul>No Man’s Land –<br /><ul><li> Slide Rule</li></ul>Red Ocean –<br /><ul><li> Calculation (Log) Charts</li></ul>Low-end<br />Fidelity Belly<br />Convenience<br />Inconvenience<br />PAIN: Inconvenience <br />Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  129. 129. WHO?<br />WHAT? <br />WHERE?<br />WHY?<br />MARKET<br />(CUSTOMER DESIRE/ NEED/JOB):<br />WHEN?<br />HOW MUCH?<br />HOW?<br />WHAT NEXT?<br />Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  130. 130. TRADE-OFF VOICE<br />Collecting information on total customer experience for designing ‘hit’ products, services, and business models<br />TRADE-OFF PARADIGM<br />Defining and describing factors of <br />trade-off or customer experience: <br /><ul><li> Delight vs. Pain
  131. 131. Fidelity vs. Inconvenience
  132. 132. Trade-off (Customer Experience) Quotient</li></ul>TRADE-OFF SWOT<br />Collecting and comparing present and future trade-offs of competing products, services, and businesses<br />TRADE-OFF MAP<br />Simply organizing and making decisions for ‘hit’ products, services, and business models<br />Observing patterns in the evolution of systems, subsystems, and environment<br />SUITE OF TOOLS FOR<br />VISUAL TRADE-OFF ANALYSIS & DECISION-MAKING<br />TRADE-OFF SPECTRUM<br />Easily organizing and making decisions for ‘hit’ products, services, and business models<br />Designing competitive advantage strategies for ‘hits’<br />TRADE-OFF STRATEGY (RADAR)<br />Redesigning a business model and strategy for a spot in the ‘Hit’ Zone<br />Generating strategies and tactics for a redesigned value chain<br />TRADE-OFF INTERACTION DIAGRAM<br />Developing scenarios for the interaction between selection factors for alternative products, services, and/or business models<br />TRADE-OFF PERF. DASHBOARD<br />Monitoring the trade-off and performance of the value chain of a product, service, or business model as well as those of competitors<br />Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  133. 133. SUPER-FIDELITY OR SUPER-CONVENIENCE<br />FIDELITY VS. CONVENIENCE<br />FIDELITY MIRAGE<br />FIDELITY BELLY<br />THE 8 PILLARS OF<br />THE FIDELITY SWAP<br />CONCEPT<br /> (TRADE-OFF) <br />WRECKING-BALL MOMENTS<br />SOCIAL ACCELERANTS<br />TECH EFFECT (INNOVATION)<br />“HIT ZONE”<br />Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  134. 134. BRAND EQUITY<br />PROFIT (REVENUE/COST)<br />COMPETITIVE POSITION IN SECTOR<br />CUSTOMER LOYALTY<br />Higher Level Criteria for<br />ASSESSING IMPACTS OF A BUSINESS STRATEGY<br />CORE COMPETENCE (KNOWLEDGE)<br />SHAREHOLDER VALUE<br />STRATEGIIC FIT IN VALUE NETWORK<br />ECOSYSTEM GROWTH/SUSTAINABLILITY<br />Copyright 2009. Dr. Rod King. rodkuhnking@sbcglobal.net &http://tradeoffmap.ning.com & http://twitter.com/RodKuhnKing<br />
  135. 135. REFERENCES<br />Christensen, C.M. (1997) The Innovator’s Dilemma. Boston: Harvard Business School (HBS) Press.<br />Kim, W.C.; Mauborgne, R. (2005) Blue Ocean Strategy. Boston: Harvard Business School (HBS) Press.<br />King, R. (2009) Fractal Box Thinking: A Simple Visual Tool for Total Problem Solving and Innovation. Fresno, California: TOAD Publishing.<br />Maney, K. (2009) Trade-Off. New York: Broadway Books.<br />Verganti, R. (2009) Design-Driven Innovation. Boston: Harvard Business School (HBS) Press.<br />Dr. Rod King<br /> <br />Thought Leader, Speaker, Consultant, and Trainer on Trade-Off Mapping & Customer Experience Management<br />rodkuhnking@sbcglobal.net & http://tradeoffmap.ning.com<br />http://twitter.com/RodKuhnKing<br />
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