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VISION-STRATEGY-PRODUCT (VSP) Yacht: An Agile Plan to Rapidly Achieve Problem-Solution Fit, Strategy-Business Model Fit, and Product-Market Fit
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VISION-STRATEGY-PRODUCT (VSP) Yacht: An Agile Plan to Rapidly Achieve Problem-Solution Fit, Strategy-Business Model Fit, and Product-Market Fit

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It will soon be the third anniversary of the publication of Eric Ries's book, "The Lean Startup." The Lean Startup Method is the tsunami that will sweep all domains and levels of innovation. Yet …

It will soon be the third anniversary of the publication of Eric Ries's book, "The Lean Startup." The Lean Startup Method is the tsunami that will sweep all domains and levels of innovation. Yet sub-optimal tools like the BUSINESS MODEL CANVAS and LEAN CANVAS don't do justice to the power and versatility of the Lean Startup Method. The Vision-Strategy-Product (VSP) Yacht - which is based on Ries's VSP pyramid - visually presents a framework for comprehensively, rapidly, and correctly applying the Lean Startup Method.

http://goo.gl/m3iGdI

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  • Full Name Full Name Comment goes here.
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  • fantastic expansion and elaboration of the original presentation. get on the yacht for great discoveries.
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  • Rod,
    I agree. I really have nothing to add except that your comprehensive response fulfils my expectations
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  • @Duncan Jones: Thanks for your feedback. I appreciate it. If it's possible, I'd like to see your application of the Vision-Strategy-Product (VSP) Yacht. If it's to remain confidential, do get in touch by email.

    Warm regards, Rod.
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  • @Ali: Congrats on having such a lively discussion in the Social Capital group on LinkedIn. I've been keeping an eye on the discussion and I'll continue to do so.

    You are right that the Balanced Scorecard can be used for monitoring the performance of the Vision-Strategy-Product (VSP) Yacht. The 4 perspectives of the Balanced Scorecard relate to the building blocks of the Vision-Strategy-Product (VSP) Yacht/Business Model Yacht as follows:

    # FINANCIAL Perspective: Profit (Margin); Cost (Structure); Revenue (Streams)

    # CUSTOMER Perspective: Customer Segments

    # PROCESS Perspective: Processes/Activities

    # LEARNING & GROWTH Perspective: Internal Resources

    Using the approach as well as applications of the Balanced Scorecard, metrics or Key Performance Indicators can be derived for the above building blocks. However, one would have to look outside of the Balanced Scorecard approach to derive metrics for other building blocks such as 'Channels & Relationships', 'Product/Service', and 'Inputs/Partners.' The Lean Startup approach focuses on metrics for Channels & Relationships; related metrics include Channel 'EAR': Engagement, Acquisition, Activation, Retention, Revenue, and Referral. Obviously, some of these metrics overlap with those of the customer and finance perspectives. In conclusion, one should not forget the approach used in the Strategy Canvas of Blue Ocean Strategy. In this latter approach, utility values rather than cardinal (ratio) metrics are used. The beauty of the VSP Yacht is that it can accommodate many and varied approaches especially for managing and monitoring performance of a business model or the Business Model Yacht.
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  • A valuable and practical framework that I plan to use going forward. Thanks Rod.
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  • 1. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 MARKET DREAM (INNOVATION) PRODUCT STRATEGY VISION Big Urgent Market Problem (BUMP: Trade-­‐off) TEAM EVANGELIST INNOVATOR What would “X” do? INTEGRATOR VISIONARY PROBLEM DISCOVERER #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 2. Vision-­‐Strategy-­‐Product (VSP) 1 2 3 4 5 Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 3. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 MARKET PRODUCT STRATEGY VISION Big Urgent Market Problem (BUMP: Trade-­‐off) #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 4. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 MARKET PRODUCT STRATEGY VISION Big Urgent Market Problem (BUMP: Trade-­‐off) #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing Where currently are we? How should we get there? Where must we go?
  • 5. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 MARKET INNOVATION MANAGEMENT: Find Fitness PRODUCT STRATEGY VISION Big Urgent Market Problem (BUMP: Trade-­‐off) (Tune Customer Growth Engine) (Change Bus. Model Archetype) #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing Where currently are we? Pivot North Star Market Discovery (How Get Out Of Enterprise) should we get there? Learning/Op=miza=on Red Ocean (Problem) Blue Ocean (SoluLon) Where must we go?
  • 6. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 MARKET INNOVATION MANAGEMENT: Find Fitness PRODUCT STRATEGY VISION Big Urgent Market Problem (BUMP: Trade-­‐off) (Tune Customer Growth Engine) (Change Bus. Model Archetype) #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing Where currently are we? Pivot North Star Market Discovery (How Get Out Of Enterprise) should we get there? Learning/Op=miza=on Red Ocean (Problem) Blue Ocean (SoluLon) q Where to play? q How to win? q What are required capabiliLes? q What are reqd mngt systems? q What is the winning aspiraLon? Where must we go?
  • 7. A Vision-­‐Strategy-­‐Product (VSP) Yacht is A “Vehicle”, Roadmap, or Agile Plan For Rapidly Managing and Achieving a Vision Especially Under Condibons of Extreme Uncertainty
  • 8. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 MARKET (Customer/ User) PRODUCT (Pretotype/Prototype/ Pilot/Full-­‐scale) STRATEGY VISION (Leap of Faith/Mission/Goal Hierarchy/Values; Value ProposiLon) Big Urgent Market Problem (BUMP: Trade-­‐off) #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 9. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 MARKET (Customer/ User) PRODUCT (Pretotype/Prototype/ Pilot/Full-­‐scale) STRATEGY VISION (Leap of Faith/Mission/Goal Hierarchy/Values; Value ProposiLon) Big Urgent Market Problem (BUMP: Trade-­‐off) Key : Build-­‐Measure-­‐Learn Loop #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 10. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 MARKET (Customer/ User) PRODUCT (Pretotype/Prototype/ Pilot/Full-­‐scale) STRATEGY VISION (Leap of Faith/Mission/Goal Hierarchy/Values; Value ProposiLon) Big Urgent Market Problem (BUMP: Trade-­‐off) Key : Build-­‐Measure-­‐Learn Loop #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 11. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 MARKET (Customer/ User) PRODUCT (Pretotype/Prototype/ CS Pilot/Full-­‐scale) STRATEGY VISION PS (Leap of Faith/Mission/Goal Hierarchy/Values; Value ProposiLon) Big Urgent Market Problem (BUMP: Trade-­‐off) KA #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing BUMP Visn (VP)
  • 12. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. MARKET (Customer/ User) PRODUCT (Pretotype/Prototype/ CS Pilot/Full-­‐scale) STRATEGY VISION PS (Leap of Faith/Mission/Goal Hierarchy/Values; Value ProposiLon) Big Urgent Market Problem (BUMP: Trade-­‐off) 1 2 3 4 5 KA #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing BUMP Visn (VP)
  • 13. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. MARKET (Customer/ User) PRODUCT (Pretotype/Prototype/ Pilot/Full-­‐scale) STRATEGY VISION (Leap of Faith/Mission/Goal Hierarchy/Values; Value ProposiLon) Big Urgent Market Problem (BUMP: Trade-­‐off) 1 2 3 4 5 #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 14. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. MARKET (Customer/ User) PRODUCT (Pretotype/Prototype/ Pilot/Full-­‐scale) STRATEGY VISION 1 2 3 4 5 (OperaLonal Problem Solving) (Leap of Faith/Mission/Goal Hierarchy/Values; Value ProposiLon) Big Urgent Market Problem (BUMP: Trade-­‐off) Product-­‐Market Fit Strategy-­‐Business Model Fit (Strategic Problem Solving) Problem-­‐Solu9on Fit (Visionary Problem Solving) #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 15. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. MARKET (Customer/ User) PRODUCT (Pretotype/Prototype/ Pilot/Full-­‐scale) STRATEGY VISION (OperaLonal Problem Solving) (Leap of Faith/Mission/Goal Hierarchy/Values; Value ProposiLon) Big Urgent Market Problem (BUMP: Trade-­‐off) 1 2 3 4 5 Product-­‐Market Fit Strategy-­‐Business Model Fit (Strategic Problem Solving) Problem-­‐Solu9on Fit (Visionary Problem Solving) #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 16. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. MARKET (Customer/ User) PRODUCT (Pretotype/Prototype/ Pilot/Full-­‐scale) STRATEGY VISION (OperaLonal Problem Solving) (Leap of Faith/Mission/Goal Hierarchy/Values; Value ProposiLon) Big Urgent Market Problem (BUMP: Trade-­‐off) 1 2 3 4 5 Product-­‐Market Fit Strategy-­‐Business Model Fit (Strategic Problem Solving) Problem-­‐Solu9on Fit (Visionary Problem Solving) #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 17. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 Product-­‐Market Fit (OperaLonal Problem Solving) Strategy-­‐Business Model Fit (Strategic Problem Solving) Problem-­‐Solu9on Fit (Visionary Problem Solving) #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 18. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 19. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 20. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 CS PS KA #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing BUMP Visn (VP)
  • 21. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 Who is the customer/user? What is the product/service? What is the strategy (business model)? What is the vision/solubon (Value Proposi=on)? What is the big problem (trade-­‐off)? CS PS KA #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing BUMP Visn (VP)
  • 22. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 Who is the customer/user? What is the product/service? What is the strategy (business model)? vision/solubon (Value Proposi=on)? What is the big problem (trade-­‐off)? What is the #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 23. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 24. Example
  • 25. Apple’s Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): Listen to music (everywhere) 1 2 3 4 5 Who is the customer/user? What is the product/service? What is the strategy (business model)? What is the vision/solubon (Value Proposi=on)? What is the big problem (trade-­‐off)? CS PS KA #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing BUMP Visn (VP)
  • 26. Apple’s Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): Listen to music (everywhere) 1 2 3 4 5 Who is the customer/user? What is the product/service? What is the strategy (business model)? What is the vision/solubon (Value Proposi=on)? What is the big problem (trade-­‐off)? CS PS KA PEOPLE LOVE TO LISTEN TO MUSIC BUT MUSIC PLAYERS SUCK #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing BUMP Visn (VP) q Bulky q Expensive q “Ugly” q Complex to use q Limited Song Storage q Limited Ba;ery Life
  • 27. Apple’s Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): Listen to music (everywhere) 1 2 3 4 5 Who is the customer/user? What is the product/service? What is the strategy (business model)? What is the vision/solubon (Value Proposi=on)? What is the big problem (trade-­‐off)? CS PS KA PEOPLE LOVE TO LISTEN TO MUSIC BUT MUSIC PLAYERS SUCK #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing BUMP Visn (VP) A Thousand Songs (Your Music Library) in Your Pocket q Bulky q Expensive q “Ugly” q Complex to use q Limited Song Storage q Limited Ba;ery Life
  • 28. Apple’s Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): Listen to music (everywhere) 1 2 3 4 5 Who is the customer/user? What is the product/service? What is the strategy (business model)? What is the vision/solubon (Value Proposi=on)? What is the big problem (trade-­‐off)? CS PS KA PEOPLE LOVE TO LISTEN TO MUSIC BUT MUSIC PLAYERS SUCK #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing BUMP Visn (VP) A Thousand Songs (Your Music Library) in Your Pocket q Bulky q Expensive q “Ugly” q Complex to use q Limited Song Storage q Limited Ba;ery Life q SLIM q Expensive q “COOL” q SIMPLE q LARGE Song Storage q LONG Ba;ery Life
  • 29. Apple’s Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): Listen to music (everywhere) 1 2 3 4 5 Who is the customer/user? What is the product/service? What is the strategy (business model)? What is the vision/solubon (Value Proposi=on)? What is the big problem (trade-­‐off)? CS PS KA q Customer: Blue Ocean Strategy #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing BUMP Visn (VP) A Thousand Songs (Your Music Library) in Your Pocket PEOPLE LOVE TO LISTEN TO MUSIC BUT MUSIC PLAYERS SUCK q Bulky q Expensive q “Ugly” q Complex to use q Limited Song Storage q Limited Ba;ery Life – Simplicity & High Performance q Business: Luxury Spot Strategy – High Price & High Revenue (High Profit Margin) q SLIM q Expensive q “COOL” q SIMPLE q LARGE Song Storage q LONG Ba;ery Life
  • 30. Apple’s Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): Listen to music (everywhere) 1 2 3 4 5 Who is the customer/user? What is the product/service? What is the strategy (business model)? What is the vision/solubon (Value Proposi=on)? What is the big problem (trade-­‐off)? CS PS KA q Customer: Blue Ocean Strategy q SLIM q Expensive q “COOL” q SIMPLE q LARGE Song Storage q LONG Ba;ery Life #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing BUMP Visn (VP) Portable, Digital Music Player (iPod – Classic) A Thousand Songs (Your Music Library) in Your Pocket q Bulky q Expensive q “Ugly” q Complex to use q Limited Song Storage q Limited Ba;ery Life – Simplicity & High Performance q Business: Luxury Spot Strategy – High Price & High Revenue (High Profit Margin) PEOPLE LOVE TO LISTEN TO MUSIC BUT MUSIC PLAYERS SUCK
  • 31. Apple’s Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): Listen to music (everywhere) 1 2 3 4 5 Who is the customer/user? What is the product/service? What is the strategy (business model)? What is the vision/solubon (Value Proposi=on)? What is the big problem (trade-­‐off)? CS PS KA q Customer: Blue Ocean Strategy q SLIM q Expensive q “COOL” q SIMPLE q LARGE Song Storage q LONG Ba;ery Life #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing BUMP Visn (VP) Portable, Digital Music Player (iPod – Classic) A Thousand Songs (Your Music Library) in Your Pocket q Bulky q Expensive q “Ugly” q Complex to use q Limited Song Storage q Limited Ba;ery Life – Simplicity & High Performance q Business: Luxury Spot Strategy – High Price & High Revenue (High Profit Margin) PEOPLE LOVE TO LISTEN TO MUSIC BUT MUSIC PLAYERS SUCK
  • 32. Apple’s Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): Listen to music (everywhere) 1 2 3 4 5 CS PS KA q Customer: Blue Ocean Strategy Product-­‐Market Fit (OperaLonal Problem Solving) q SLIM q Expensive q “COOL” q SIMPLE q LARGE Song Storage q LONG Ba;ery Life #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing BUMP Visn (VP) Portable, Digital Music Player (iPod – Classic) A Thousand Songs (Your Music Library) in Your Pocket q Bulky q Expensive q “Ugly” q Complex to use q Limited Song Storage q Limited Ba;ery Life – Simplicity & High Performance q Business: Luxury Spot Strategy – High Price & High Revenue (High Profit Margin) Strategy-­‐Business Model Fit (Strategic Problem Solving) Problem-­‐Solu9on Fit (Visionary Problem Solving) PEOPLE LOVE TO LISTEN TO MUSIC BUT MUSIC PLAYERS SUCK
  • 33. APPENDIX How Might Our Vision-­‐Strategy-­‐Product (VSP) Yacht Be Capsized and/or Wrecked?
  • 34. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing RISKS q Search Risk q Planning Risk q Scale Risk q Business Model Risk q Organizabonal Risk q Management Risk
  • 35. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 DONE DOING TO DO #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 36. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 Forces Against Forces For #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 37. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 New Entrants (Startups) Subs=-­‐ tutes (Incumbents) #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 38. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing Comple-­‐ mentors Influenc-­‐ ers New Entrants (Startups) Subs=-­‐ tutes (Incumbents)
  • 39. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing S: Strengths O: Opportuni-­‐ =es W: Weaknesses T: Threats
  • 40. Vision-­‐Strategy-­‐Product (VSP) Industry/Market/Customer Goal (Job To Get Done): ………………….…….…………………………. 1 2 3 4 5 Market Product STRATEGY Vision Big Urgent Market Problem #VSPYacht. Dr. Rod King. rodkuhnhking@gmail.com & h;p://businessmodels.ning.com & h;p://twi;er.com/RodKuhnKing
  • 41. Acknowledgement The logic of the Vision-­‐Strategy-­‐Product Yacht is inspired by and extends the framework of Eric Ries’s Vision-­‐Strategy-­‐Pyramid on page 23 of his book, “The Lean Startup.”