Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.
4-Box	(2x2)	VALUE	ENGINE	MAP:	4	Posi'oning	Strategies/Business	Models	for	Every	Product,	Business,	Industry,	or	System	
q ...
Upcoming SlideShare
Loading in …5
×

2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Strategy, and Innovation Accounting

600 views

Published on

THIS ONE MAP REVOLUTIONIZES PRODUCT POSITIONING, BUSINESS STRATEGY, AND INNOVATION ACCOUNTING: The 2x2 Value Engine Map

Not many people know or would like to admit it: There are many popular but misleading ideas in business especially from established and emerging business “gurus.” A popular but misleading idea is the maxim of “One tool does not fit all.”

The cliche of “One tool does not fit all” stems from the last century when “pipes” or single-sided business models were dominant. In this century, “platforms” or multisided business models are increasingly disrupting traditional pipe business models. Whereas a pipe business model tries to resolve a single trade-off, a platform or multisided business model is designed to resolve two or more trade-offs. An excellent example of the transition from a pipe to a platform business model can be seen in the evolution of the business model of Apple’s iPod which finally morphed into a platform for the iPhone.

In the graphic below, I present a tool of and for BUSINESS CONSILIENCE: a 2x2 Value Engine Map. This Value Engine Map can be used to facilitate product pitching, business planning, business strategy, and business model design as well as the process of innovation accounting in the Lean Startup Methodology.

So, what do you think?

Published in: Business
  • Be the first to comment

2x2 Value Engine Map: Instantly Revolutionize Product Pitching, Business Strategy, and Innovation Accounting

  1. 1. 4-Box (2x2) VALUE ENGINE MAP: 4 Posi'oning Strategies/Business Models for Every Product, Business, Industry, or System q  Future (To Do) q  Present (Doing) q  Past (Done) WHEN: Environment (Local/Global) Author of the World’s Most Paradigm-ShiHing Business Book: “Business Model Canvas: A Good Tool With Bad Instruc:ons?” h?ps://Cnyurl.com/mf4wku4 Dr. Rod King. rodkuhnhking@gmail.com & @rodKuhnKing BLUE OCEAN (VALUE INNOVATION) Strategy/Business Model RED OCEAN (COMMODITIZATION) Strategy/Business Model LUXURY SPOT (DIFFERENTIATION) Strategy/Business Model DISRUPTIVE INNOVATION (LOW COST & GOOD ENOUGH) Strategy/Business Model Big Urgent Market Pain (BUMP): …....................................................................................................................................... Job To Be Done (Market/Goal): …......................................................................................................................................... LOW PAIN: Cost (Waste; Complexity; Delay) HIGH PAIN: Cost (Waste; Complexity; Delay) HIGH DELIGHT: DifferenCaCon (Quality; Performance; Benefit) LOW DELIGHT: DifferenCaCon (Quality; Performance; Benefit) 1 10 1 10 Ideal Value Proposi7on (IVP)

×