Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning,...

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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

description

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

Transcript of Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning,...

Page 1: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

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  

Page 2: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

Visual  Tools  for  Value  PosiEoning,  Market  SegmentaEon,  and  CompeEEve  Analysis    

CHARACTERISTICS                                                                                            TOOLS  (TASKS/FUNCTIONS)  

TradiEonal  X/Y-­‐CompeEEve  Graph  

Petal  Diagram  (Steve  Blank)  

Value  Eng.  Map  (Rod  King)  

1)      Market  (Brand)  Posi.oning;  Perceptual  Mapping   ü      ü     

2)      Classic  Market  Segmenta.on  (Exis'ng  Market/Customers)   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   ü      ü     

6)      Players  (Organiza.ons)  in  Compe..ve  Landscape   ü      ü      ü     

7)      Investments  in  Compe..ve  Landscape   ü      ü     

8)      Industry  (Value)  Benchmarking;  Customer  Dev.  Interviews   ü     

9)      Business  Model  Archetypes  or  Pa\erns   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     

Page 3: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

3  CompeEEve  Strategy  QuesEons  for  Insurgent  and  Incumbent  CompeEtors  

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?)  

1  

2  

3  

Page 4: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

Steve  Blank’s  Petal  Diagram  

Value  PosiEoning,  Market  SegmentaEon,  and  CompeEEve  Analysis  

Page 5: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

PETAL  DIAGRAM  of  CompeEEve  Landscape:  Create  a  Lifelong  Learning  Network  for  Entrepreneurs  

Source:    h\p://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/    

Page 6: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

PETAL  DIAGRAM  of  CompeEEve  Landscape:  Create  a  Lifelong  Learning  Network  for  Entrepreneurs    

Source:    h\p://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/    

Page 7: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

PETAL  DIAGRAM  of  CompeEEve  Landscape:  Create  a  Lifelong  Learning  Network  for  Entrepreneurs    

Projected  Investments    

Source:    h\p://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/    

Page 8: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

“The  Petal  Diagram  [Compe..ve  Landscape]  

Drives  Your  Business  Model  Canvas”  

 Steve  Blank  

Page 9: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

Rod  King’s  Value  Engine  Map    (3x3  Fractal  Storycard)  

Value  PosiEoning,  Market  SegmentaEon,  and  CompeEEve  Analysis  

Source  of  info  on  Trade-­‐off  Maps:    h\p://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/    

Page 10: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

“The  Value  Engine  Map  Drives  

Red  Ocean  DisrupEon  (ROD)  Strategy  &  TacEcs”  

 Rod  King  

Page 11: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

How?  

Page 12: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

The  Value  Engine  Map  Ensures  That  You  Do  

“The  6  Jobs  of  

Highly  InnovaEve  Teams”    

Page 13: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

 #4ROD.  Dr.  Rod  King.  [email protected]  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing  

Problem  Definer  

SoluEon  Builder  

Problem  Analyzer  

SoluEon  Improver  

Value  Learner  

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

Problem  Measurer  

TRADE-­‐OFF  MAP  

Page 14: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

 #4ROD.  Dr.  Rod  King.  [email protected]  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing  

Problem  Definer  

SoluEon  Builder  

Problem  Analyzer  

SoluEon  Improver  

Value  Learner  

 Analyze  Problem  Analyze  data/info  Categorize  inputs  Model  process/system  Structure/Classify  outputs  Display  cri.cal  thinking  

Improve  SoluEon  Resolve  trade-­‐offs  Do  mul.level  thinking  Transform;  Disrupt      Role-­‐play;  Simplify          Implement  tac.cs  

Learn  What’s  Valued  What  to  learn/share  Evaluate  (-­‐/+);  Monitor  Reflect:  Lesson  Learned  Tell  stories;  “Pitch”  Summarize  

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

Measure  Problem  Measure  impacts  Collect  data/info  Quan.fy  rela.onships  Confirm  channels  Verify/Validate  

Problem  Measurer  

Build  SoluEon  Set  goals/strategies  Brainstorm  specs/propn.  Idealize;  Use  “What  if?”  Analogize;  Experiment  Prototype  tool;  Pilot  

Define  Problem  Define/sketch  customer  Make  field  visits;  Network      Observe  anomalies,            pains  &  trade-­‐offs            Ques.on  ecosystem                      Explore  in                        space/.me  

TRADE-­‐OFF  MAP  

Page 15: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

 #4ROD.  Dr.  Rod  King.  [email protected]  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing  

Problem  Definer  

SoluEon  Builder  

Problem  Analyzer  

SoluEon  Improver  

Value  Learner  

 Analyze  Problem  Analyze  data/info  Categorize  inputs  Model  process/system  Structure/Classify  outputs  Display  cri.cal  thinking  

Improve  SoluEon  Resolve  trade-­‐offs  Do  mul.level  thinking  Transform;  Disrupt      Role-­‐play;  Simplify          Implement  tac.cs  

Learn  What’s  Valued  What  to  learn/share  Evaluate  (-­‐/+);  Monitor  Reflect:  Lesson  Learned  Tell  stories;  “Pitch”  Summarize  

The  6  Jobs  of  Highly  EffecEve  Teams:  LIFELONG  LEARNING  NETWORK  for  Entrepreneurs  Rapidly  Discover  and  Solve  BUMPs  

Measure  Problem  Measure  impacts  Collect  data/info  Quan.fy  rela.onships  Confirm  channels  Verify/Validate  

Problem  Measurer  

Build  SoluEon  Set  goals/strategies  Brainstorm  specs/propn.  Idealize;  Use  “What  if?”  Analogize;  Experiment  Prototype  tool;  Pilot  

LIFELONG  LEARNING  NETWORK  

Define  Problem  Define/sketch  customer  Make  field  visits;  Network      Observe  anomalies,            pains  &  trade-­‐offs            Ques.on  ecosystem                      Explore  in                        space/.me  

Page 16: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

QuesEon  for  Value  Engine  Map  

Why  and  How  to  Create  a  Lifelong  Learning  Network  for  Entrepreneurs?  

Page 17: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

VALUE  ENGINE  MAP  of  MARKET  UNIVERSE  

BLUE  OCEAN  [Business  Model]  

RED  OCEAN  [Business  Model]  

Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs  

Page 18: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

VALUE  ENGINE  MAP  of  MARKET  UNIVERSE  

BLUE  OCEAN  [Business  Model]  

RED  OCEAN  [Business  Model]  

Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs  Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs  

Page 19: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

VALUE  ENGINE  MAP  of  MARKET  UNIVERSE  

(-­‐):  PAIN:  

BLUE  OCEAN  [Business  Model]  

RED  OCEAN  [Business  Model]  

(+):  DE

LIGHT

:  Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs  Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs  

Page 20: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

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

(-­‐):  PAIN:  Cost  

BLUE  OCEAN  [Business  Model]  

RED  OCEAN  [Business  Model]  

Low   High  

Low  

High  

(+):  DE

LIGHT

:  Perform

ance  (B

enefi

t)  

 Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs  Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs  

Page 21: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

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

Low   High  

Low  

High  

(-­‐):  PAIN:  Cost  

(+):  DE

LIGHT

:  Perform

ance  (B

enefi

t)  

 Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs  Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs  

Page 22: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

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

BLUE  OCEAN  [Customers]  

RED  OCEAN  [Customers]  

(-­‐):  PAIN:  Cost  

(+):  DE

LIGHT

:  Perform

ance  (B

enefi

t)  

 Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs  Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs  

Low  (1)  

High  (10)  

Low  (1)  

High  (10)  

Page 23: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (PRODUCTS/STRATEGIES/VPs)  

BLUE  OCEAN  [Business  Model]  

RED  OCEAN  [Business  Model]  

(-­‐):  PAIN:  Cost  

(+):  DE

LIGHT

:  Perform

ance  (B

enefi

t)  

 Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs  Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs  

Low  (1)  

High  (10)  

Low  (1)  

High  (10)  

Page 24: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (PRODUCTS/STRATEGIES/VPs)  

BLUE  OCEAN  [Business  Model]  

RED  OCEAN  [Business  Model]  

Low  (1)  

High  (10)  

Low  (1)  

High  (10)  

(-­‐):  PAIN:  Cost  

(+):  DE

LIGHT

:  Perform

ance  (B

enefi

t)  

 Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs  Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs  

Page 25: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

Higher  EducaEon   Corporate  BLUE  OCEAN  [Business  Model]  

RED  OCEAN  [Business  Model]  

Adult  Learning/Skills  InsEtuEons  Startup  Ecosystem  

VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (PRODUCTS/STRATEGIES/VPs)  

(-­‐):  PAIN:  Cost  

(+):  DE

LIGHT

:  Perform

ance  (B

enefi

t)  

 Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs  Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs  

Low  (1)  

High  (10)  

Low  (1)  

High  (10)  

Page 26: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

Higher  EducaEon   Corporate  BLUE  OCEAN  [Business  Model]  

RED  OCEAN  [Business  Model]  

Adult  Learning/Skills  InsEtuEons  Startup  Ecosystem  

VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (PRODUCTS/STRATEGIES/VPs)  

(-­‐):  PAIN:  Cost  

(+):  DE

LIGHT

:  Perform

ance  (B

enefi

t)  

 Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs  Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs  

Low  (1)  

High  (10)  

Low  (1)  

High  (10)  

Page 27: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (EXISTING  INVESTMENTS)  

Higher  EducaEon   Corporate  BLUE  OCEAN  [Business  Model]  

RED  OCEAN  [Business  Model]  

Adult  Learning/Skills  InsEtuEons  Startup  Ecosystem  

$163m  

$195m  

$14.25m  

$103m  

$1.5b  

$20m  

$90.8m  

(-­‐):  PAIN:  Cost  

(+):  DE

LIGHT

:  Perform

ance  (B

enefi

t)  

 Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs  Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs  

Low  (1)  

High  (10)  

Low  (1)  

High  (10)  

Page 28: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (PROJECTIONS)  

Higher  EducaEon   Corporate  BLUE  OCEAN  [Business  Model]  

RED  OCEAN  [Business  Model]  

Adult  Learning/Skills  InsEtuEons  Startup  Ecosystem  

$20.6b  

$23m  

$55b  

$100b  $20b  

(-­‐):  PAIN:  Cost  

(+):  DE

LIGHT

:  Perform

ance  (B

enefi

t)  

 Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs  Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs  

Low  (1)  

High  (10)  

Low  (1)  

High  (10)  

Page 29: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

Source:    h\p://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/    

Classic  CompeEEve  Graph  

Page 30: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

VALUE  ENGINE  MAP  

(-­‐):  PAIN:  

(+):  DE

LIGHT

:    

BLUE  OCEAN  [Business  Model]  

RED  OCEAN  [Business  Model]  

Ideal  Final  Result  (IFR):  Insanely  Great  Experience  or  Ideal  Minimum  Viable  Product  (MVP)  

Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………  Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….  

Low  (1)  

High  (10)  

Low  (1)  

High  (10)  

Page 31: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

VALUE  ENGINE  MAP  for  Red  Ocean  DisrupEon  (ROD)  Strategy  and  TacEcs  

(-­‐):  PAIN:  

(+):  DE

LIGHT

:    

BLUE  OCEAN  [Business  Model]  

RED  OCEAN  [Business  Model]  

Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………  Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….  

Ideal  Final  Result  (IFR):  Insanely  Great  Experience  or  Ideal  Minimum  Viable  Product  (MVP)  

Low  (1)  

High  (10)  

Low  (1)  

High  (10)  

Page 32: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

(-­‐):  PAIN:  Cost  

(+):  DE

LIGHT

:  Diffe

ren5

a5on

   

BLUE  OCEAN  Customers  

RED  OCEAN  Customers  

LUXURY  SPOT/  “DIFFERENTIATION”  

Customers  

GREEN  OCEAN  Customers  

NO-­‐MAN’S-­‐ISLAND  Customers  

VOLCANO  SPOT  Customers  

SWEET  SPOT  Customers  

OASIS  SPOT/  “STUCK-­‐IN-­‐THE-­‐MIDDLE”  

Customers  

DISRUPTION  SPOT/  “LOW  COST”/LEAN  

Customers  

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)  

Low  (1)  

High  (10)  

Low  (1)  

High  (10)  

Page 33: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

(-­‐):  PAIN:  Cost  

(+):  DE

LIGHT

:  Diffe

ren5

a5on

   

BLUE  OCEAN  Customers  

RED  OCEAN  Customers  

LUXURY  SPOT/  “DIFFERENTIATION”  

Customers  

GREEN  OCEAN  Customers  

NO-­‐MAN’S-­‐ISLAND  Customers  

VOLCANO  SPOT  Customers  

SWEET  SPOT  Customers  

OASIS  SPOT/  “STUCK-­‐IN-­‐THE-­‐MIDDLE”  

Customers  

DISRUPTION  SPOT/  “LOW  COST”/LEAN  

Customers  

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)  

Low  (1)  

High  (10)  

Low  (1)  

High  (10)  

q  Dissa5sfiers  q  Sa'sfiers  q  Delighters  

q  Dissa5sfiers  q  Sa'sfiers  q  Delighters  

q  Dissa5sfiers  q  Sa'sfiers  q  Delighters  

q  Dissa5sfiers  q  Sa'sfiers  q  Delighters  

q  Dissa5sfiers  q  Sa'sfiers  q  Delighters  

q  Dissa5sfiers  q  Sa'sfiers  q  Delighters  

q  Dissa5sfiers  q  Sa'sfiers  q  Delighters  

q  Dissa5sfiers  q  Sa'sfiers  q  Delighters  

Page 34: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

(-­‐):  PAIN:  Cost  

(+):  DE

LIGHT

:  Diffe

ren5

a5on

   

BLUE  OCEAN  Customers  

RED  OCEAN  Customers  

LUXURY  SPOT/  “DIFFERENTIATION”  

Customers  

GREEN  OCEAN  Customers  

NO-­‐MAN’S-­‐ISLAND  Customers  

VOLCANO  SPOT  Customers  

SWEET  SPOT  Customers  

OASIS  SPOT/  “STUCK-­‐IN-­‐THE-­‐MIDDLE”  

Customers  

DISRUPTION  SPOT/  “LOW  COST”/LEAN  

Customers  

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)  

Low  (1)  

High  (10)  

Low  (1)  

High  (10)  

q  Dissa5sfiers  q  Sa'sfiers  q  Delighters  

q  Dissa5sfiers  q  Sa'sfiers  q  Delighters  

q  Dissa5sfiers  q  Sa'sfiers  q  Delighters  

q  Dissa5sfiers  q  Sa'sfiers  q  Delighters  

q  Dissa5sfiers  q  Sa'sfiers  q  Delighters  

q  Dissa5sfiers  q  Sa'sfiers  q  Delighters  

q  Dissa5sfiers  q  Sa'sfiers  q  Delighters  

q  Dissa5sfiers  q  Sa'sfiers  q  Delighters  

Page 35: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

(-­‐):  PAIN:  Cost  

(+):  DE

LIGHT

:  Diffe

ren5

a5on

   

BLUE  OCEAN  [Business  Model/  

Strategy/  Value  Proposi.on]  

RED  OCEAN  [Business  Model/  

Strategy/  Value  Proposi.on]  

LUXURY  SPOT/  “DIFFERENTIATION”  [Business  Model/  

Strategy/  Value  Proposi.on]  

GREEN  OCEAN  [Business  Model/  

Strategy/  Value  Proposi.on]  

 

NO-­‐MAN’S-­‐ISLAND  [Business  Model/  

Strategy/  Value  Proposi.on]  

VOLCANO  SPOT  [Business  Model/  

Strategy/  Value  Proposi.on]  

SWEET  SPOT  [Business  Model/  

Strategy/  Value  Proposi.on]  

OASIS  SPOT/  “STUCK-­‐IN-­‐THE-­‐MIDDLE”  

[Business  Model/  Strategy/  

Value  Proposi.on]  

DISRUPTION  SPOT/  “LOW  COST”/LEAN  [Business  Model/  

Strategy/  Value  Proposi.on]  

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)  

Low  (1)  

High  (10)  

Low  (1)  

High  (10)  

Page 36: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

(-­‐):  PAIN:  

(+):  DE

LIGHT

:    

BLUE  OCEAN  [TOOLS:    

Product/Service-­‐Analogs]  

RED  OCEAN  [TOOLS:    

Product/Service-­‐Analogs]  

LUXURY  SPOT/  [TOOLS:    

Product/Service-­‐Analogs]  

GREEN  OCEAN  [TOOLS:    

Product/Service-­‐Analogs]  

NO-­‐MAN’S-­‐ISLAND  [TOOLS:    

Product/Service-­‐Analogs]  

VOLCANO  SPOT  [TOOLS:    

Product/Service-­‐Analogs]  

SWEET  SPOT  [TOOLS:    

Product/Service-­‐Analogs]  

OASIS  SPOT/  “STUCK-­‐IN-­‐THE-­‐MIDDLE”  

[TOOLS:    Product/Service-­‐Analogs]  

DISRUPTION  SPOT/  “LOW  COST”/LEAN  

[TOOLS:    Product/Service-­‐Analogs]  

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)  

Low  (1)  

High  (10)  

Low  (1)  

High  (10)  

Page 37: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

3D-­‐Value  Engine  Map      

3D-­‐Value  PosiEoning,  Market  SegmentaEon,  and  CompeEEve  Analysis  

Page 38: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

3D-­‐VALUE  ENGINE  MAP  (“CompeEtors’  Rubik  Cube”)  

DELIGHT  1:  

PAIN:  

DELIGHT  2:  

Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………  Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….  

ExisEng  Market  SegmentaEon  (Direct/Indirect  Compe.tors)  

New  Market  SegmentaEon  (Non-­‐compe.tors;  Non-­‐customers)  

Page 39: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

3D-­‐VALUE  ENGINE  MAP  FOR  LIFELONG  LEARNING  NETWORK  

DELIGHT  1:  Performance  (Benefit)  

PAIN:  Cost  

DELIGHT  2:  (Differen'a'ng  ASribute,  e.g.,  Simplicity)  

ExisEng  Market  SegmentaEon  (Direct/Indirect  Compe.tors)  

New  Market  SegmentaEon  (Non-­‐compe.tors;  Non-­‐customers)  

Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs  Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs  

Page 40: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

BONUS  TOOL  

Customer  AcquisiEon  Pyramid  One-­‐Page  Worksheet  

That  Answers  the  Ques.on:  “How  will  a  Blue  Ocean  Lean  Startup  (BOLS)  get  customers?”  

Page 41: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

q     Delighters  q     SaEsfiers  q     DissaEsfiers  

q     Delighters  q     SaEsfiers  q     DissaEsfiers  

q     Delighters  q     SaEsfiers  q     DissaEsfiers  

NON-­‐COMPETITORS  (Remote  Industries/Economy:    Sectoral  &  Geographical  Non-­‐alterna'ves)  

DIRECT  COMPETITORS  (Core  Sector/Strategic  Groups:                                  Subs'tutes)                                        

BUSINESS    

(New)  Customer  Value  ProposiEon/Market:  …………………………………………………………………..  

q     NON-­‐  CUSTOMERS  (“UNDERDOGS”)  o       Profitable  o       Break-­‐even  o       Unprofitable  

Dream  Product/Service  

Why?  How?  

Why?  How?  

Why?  How?  

INDIRECT  COMPETITORS  (Peripheral/Adjacent  Industries:  Alterna'ves/Value  Chain  Complements)  

Diffusion  (Word-­‐of-­‐mouth)  Poten'al  =  Delighters  +  Sa'sfiers  -­‐  Dissa'sfiers  

     CUSTOMER  ACQUISITION  PYRAMID:  How  to  create  a  Blue  Ocean        

 Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………  Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….  

 #4ROD.  Dr.  Rod  King.  [email protected]  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing  

Page 42: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

q     Delighters  q     SaEsfiers  q     DissaEsfiers  

q     Delighters  q     SaEsfiers  q     DissaEsfiers  

q     Delighters  q     SaEsfiers  q     DissaEsfiers  

NON-­‐COMPETITORS  (Remote  Industries/Economy:    Sectoral  &  Geographical  Non-­‐alterna'ves)  

DIRECT  COMPETITORS  (Core  Sector/Strategic  Groups:                                  Subs'tutes)                                        

BUSINESS    

(New)  Customer  Value  ProposiEon/Market:  …………………………………………………………………..  

q     NON-­‐  CUSTOMERS  (“UNDERDOGS”)  o       Profitable  o       Break-­‐even  o       Unprofitable  

Dream  Product/Service  

Why?  How?  

Why?  How?  

Why?  How?  

INDIRECT  COMPETITORS  (Peripheral/Adjacent  Industries:  Alterna'ves/Value  Chain  Complements)  

Diffusion  (Word-­‐of-­‐mouth)  Poten'al  =  Delighters  +  Sa'sfiers  -­‐  Dissa'sfiers  

CUSTOMER  ACQUISITION  PYRAMID  FOR  LIFELONG  LEARNING  NETWORK  

       

 

 #4ROD.  Dr.  Rod  King.  [email protected]  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing  

Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs  Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs  

Page 43: Steve Blank’s Petal Diagram vs. Rod King’s Value Engine Map: Visual Tools for Brand Positioning, Market Segmentation, and Competitive Analysis

For  more  informaEon  on    how  to  be\er  use  and  master  the  Value  Engine  Map,  

contact  Red  Ocean  DisrupEon  (ROD)  University  

h\p://businessmodels.ning.com    

 #4ROD.  Dr.  Rod  King.  [email protected]  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing  

Rapidly  Discover  and  Solve  BUMPs  

       

       

   ROD  U