4. Week 4
New Application
Value Proposition Canvas
A more detailed part of Business Model Canvas
Described in Aug. 2012 post on “Business Model Alchemist” blog
Based on “Jobs to be Done” approach
Augmented by Customer Discovery (Blank) and Lean Startup
(Ries)
Embodied in “Outcome Driven Innovation”
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5. Our situation
Our client thinks that the wet shaving market is ripe
for disruption.
Overserved — “the blade wars”
Too expensive — market dominated by CPG giants
Disposables give lousy shaves
Inconvenient to go out and buy replacements
Hired CompStrat Student Consulting Corp. to help
define a new segment and/or value proposition
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6. A brief history of shaving
Prehistoric times: sharpened rocks, clam shells
6,000 BC: invention of metal straight razor
1903: King Gillette introduces “safety razor”
1965: Wilkinson introduces stainless steel blades
1970: Wilkinson introduces single blade cartridge razor
1972: Gillette introduces Trac II cartridge razor
1975: Bic introduces single blade disposable
1998: Gillette introduces the Mach3 cartridge razor
2004: Schick introduces the Quattro 4-bladed razor
2006: Gillette introduces the Fusion 5-bladed cartridge razor
2010: Schick introduces the Hydro 5-bladed cartridge razor
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7. A brief history of shaving
Prehistoric times: sharpened rocks, clam shells
6,000 BC: invention of metal straight razor
1903: King Gillette introduces “safety razor”
1965: Wilkinson introduces stainless steel blades
1970: Wilkinson introduces single blade cartridge razor
1972: Gillette introduces Trac II cartridge razor
1975: Bic introduces single blade disposable
1998: Gillette introduces the Mach3 cartridge razor
2004: Schick introduces the Quattro 4-bladed razor
2006: Gillette introduces the Fusion 5-bladed cartridge razor
2010: Schick introduces the Hydro 5-bladed cartridge razor
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11. Industry Structure
Single brand for
hardware and software
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Wet Shaving = $16.7B global market
Source: Technavio
Separate brands for
hardware and software
Single brand;
hardware only
22. Forces acting on a business
The Business
Power, vigor, and competence
of existing competitors
7/15/14 Week 1
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Power, vigor, and competence
of customers
Power, vigor, and competence
of complementors
Power, vigor, and competence
of suppliers
Power, vigor, and competence
of potential competitors
Possibility that what your
business is doing can be done
in a different way
Source: Grove, “Only the Paranoid Survive”, 1996; derived from Porter
23. Three Layer Model of Competition
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Reputation
Benefits
Commodity
Image
Features
Price
26. Market Forces: Wet Shaving
Threat of
Entrants
Technology &
Pace of Change
Globalization
Supplier Power Industry Rivalry Buyer Power
Threat of
Substitutions
Government
Social and
Cultural Shifts
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27. The economics of shaving
Develop a model
2-blade shavers use 5 cartridges/month
3, 4, 5, and 6-blade shavers use 4 cartridges/month
Calculate total cost of shaving over a three-year period
Include cost of handle upfront (if applicable)
Normalize to most expensive solution
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The Canvas does not make the details of the Value Proposition (VP), nor its fit with a Customer Segment’s (CS) needs, explicit, because it focuses on the big picture.
Gillette actually held the patent on stainless steel blades, but they lasted about 7 times longer, and would crater their revenue stream.