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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	
  
Visual	
  Tools	
  for	
  Value	
  PosiEoning,	
  Market	
  SegmentaEon,	
  and	
  CompeEEve	
  Analysis	
  	
  
CHARACTERISTICS	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  TOOLS	
  
(TASKS/FUNCTIONS)	
  

TradiEonal	
  X/Y-­‐
CompeEEve	
  Graph	
  

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

ü  	
  	
  

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

ü  	
  	
  

Petal	
  Diagram	
  
(Steve	
  Blank)	
  

Value	
  Eng.	
  Map	
  
(Rod	
  King)	
  
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	
  
6)	
  	
  	
  Players	
  (Organiza.ons)	
  in	
  Compe..ve	
  Landscape	
  
7)	
  	
  	
  Investments	
  in	
  Compe..ve	
  Landscape	
  

ü  	
  	
  
ü  	
  	
  

ü  	
  	
  

ü  	
  	
  

ü  	
  	
  

ü  	
  	
  

ü  	
  	
  

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

ü  	
  	
  

9)	
  	
  	
  Business	
  Model	
  Archetypes	
  or	
  Paerns	
  

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  	
  	
  
3	
  CompeEEve	
  Strategy	
  QuesEons	
  for	
  
Insurgent	
  and	
  Incumbent	
  CompeEtors	
  
1	
  
2	
  
3	
  

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?)	
  
Steve	
  Blank’s	
  Petal	
  Diagram	
  
Value	
  PosiEoning,	
  Market	
  SegmentaEon,	
  and	
  
CompeEEve	
  Analysis	
  
PETAL	
  DIAGRAM	
  of	
  CompeEEve	
  Landscape:	
  Create	
  a	
  Lifelong	
  Learning	
  Network	
  for	
  Entrepreneurs	
  

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

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

Source:	
  	
  hp://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/	
  	
  
PETAL	
  DIAGRAM	
  of	
  CompeEEve	
  Landscape:	
  Create	
  a	
  Lifelong	
  Learning	
  Network	
  for	
  Entrepreneurs	
  
Projected	
  Investments	
  
	
  

	
  

Source:	
  	
  hp://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/	
  	
  
“The	
  Petal	
  Diagram	
  
[Compe..ve	
  Landscape]	
  
Drives	
  
Your	
  Business	
  Model	
  Canvas”	
  
	
  
Steve	
  Blank	
  
Rod	
  King’s	
  Value	
  Engine	
  Map	
  	
  
(3x3	
  Fractal	
  Storycard)	
  
Value	
  PosiEoning,	
  Market	
  SegmentaEon,	
  and	
  
CompeEEve	
  Analysis	
  

Source	
  of	
  info	
  on	
  Trade-­‐off	
  Maps:	
  	
  hp://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/	
  	
  
“The	
  Value	
  Engine	
  Map	
  
Drives	
  
Red	
  Ocean	
  DisrupEon	
  (ROD)	
  
Strategy	
  &	
  TacEcs”	
  
	
  
Rod	
  King	
  
How?	
  
The	
  Value	
  Engine	
  Map	
  
Ensures	
  That	
  You	
  Do	
  
“The	
  6	
  Jobs	
  
of	
  
Highly	
  InnovaEve	
  Teams”	
  	
  
The	
  6	
  Jobs	
  of	
  Highly	
  InnovaEve	
  Teams	
  
Rapidly	
  Discover	
  and	
  Solve	
  BUMPs	
  

Problem	
  
Definer	
  

SoluEon	
  
Builder	
  

TRADE-­‐OFF	
  
MAP	
  

Value	
  
Learner	
  

SoluEon	
  
Improver	
  

Problem	
  
Measurer	
  

Problem	
  
Analyzer	
  

	
  
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hep://businessmodels.ning.com	
  &	
  hep://twieer.com/RodKuhnKing	
  
The	
  6	
  Jobs	
  of	
  Highly	
  InnovaEve	
  Teams	
  
Rapidly	
  Discover	
  and	
  Solve	
  BUMPs	
  

Problem	
  
Definer	
  

Value	
  
Learner	
  

SoluEon	
  
Builder	
  

Define	
  Problem	
  
Define/sketch	
  customer	
  
Make	
  field	
  visits;	
  Network	
  
	
  	
  Observe	
  anomalies,	
  
	
  	
  	
  	
  	
  pains	
  &	
  trade-­‐offs	
  
	
  	
  	
  	
  	
  Ques.on	
  ecosystem	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  
Learn	
  What’s	
  Valued	
  Explore	
  in	
  
Build	
  SoluEon	
  
	
  	
  	
  	
  	
  	
  	
  	
  
What	
  to	
  learn/share	
  	
  	
  	
  space/.me	
   Set	
  goals/strategies	
  
Evaluate	
  (-­‐/+);	
  Monitor	
  
Brainstorm	
  specs/propn.	
  
Reflect:	
  Lesson	
  Learned	
  
Idealize;	
  Use	
  “What	
  if?”	
  
Tell	
  stories;	
  “Pitch”	
  
Analogize;	
  Experiment	
  
TRADE-­‐OFF	
   Prototype	
  tool;	
  Pilot	
  
Summarize	
  
MAP	
  
Improve	
  SoluEon	
  
Measure	
  Problem	
  
Resolve	
  trade-­‐offs	
  
Measure	
  impacts	
  
Do	
  mul.level	
  thinking	
  
Collect	
  data/info	
  
Transform;	
  Disrupt	
  
Quan.fy	
  rela.onships	
  
	
  	
  Role-­‐play;	
  Simplify	
  
Confirm	
  channels	
  
	
  	
  	
  	
  Implement	
  tac.cs	
  
Verify/Validate	
  
	
  Analyze	
  Problem	
  
Analyze	
  data/info	
  
Categorize	
  inputs	
  
Model	
  process/system	
  
Structure/Classify	
  outputs	
  
Display	
  cri.cal	
  thinking	
  

SoluEon	
  
Improver	
  

Problem	
  
Measurer	
  

Problem	
  
Analyzer	
  

	
  
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hep://businessmodels.ning.com	
  &	
  hep://twieer.com/RodKuhnKing	
  
The	
  6	
  Jobs	
  of	
  Highly	
  EffecEve	
  Teams:	
  LIFELONG	
  LEARNING	
  NETWORK	
  for	
  Entrepreneurs	
  
Rapidly	
  Discover	
  and	
  Solve	
  BUMPs	
  

Problem	
  
Definer	
  

Value	
  
Learner	
  

SoluEon	
  
Builder	
  

Define	
  Problem	
  
Define/sketch	
  customer	
  
Make	
  field	
  visits;	
  Network	
  
	
  	
  Observe	
  anomalies,	
  
	
  	
  	
  	
  	
  pains	
  &	
  trade-­‐offs	
  
	
  	
  	
  	
  	
  Ques.on	
  ecosystem	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  
Learn	
  What’s	
  Valued	
  Explore	
  in	
  
Build	
  SoluEon	
  
	
  	
  	
  	
  	
  	
  	
  	
  
What	
  to	
  learn/share	
  	
  	
  	
  space/.me	
   Set	
  goals/strategies	
  
Evaluate	
  (-­‐/+);	
  Monitor	
  
Brainstorm	
  specs/propn.	
  
Reflect:	
  Lesson	
  Learned	
  
Idealize;	
  Use	
  “What	
  if?”	
  
Tell	
  stories;	
  “Pitch”	
  
LIFELONG	
   Analogize;	
  Experiment	
  
Summarize	
  
LEARNING	
   Prototype	
  tool;	
  Pilot	
  
Improve	
  SoluEon	
  
NETWORK	
   Measure	
  Problem	
  
Resolve	
  trade-­‐offs	
  
Measure	
  impacts	
  
Do	
  mul.level	
  thinking	
  
Collect	
  data/info	
  
Transform;	
  Disrupt	
  
Quan.fy	
  rela.onships	
  
	
  	
  Role-­‐play;	
  Simplify	
  
Confirm	
  channels	
  
	
  	
  	
  	
  Implement	
  tac.cs	
  
Verify/Validate	
  
	
  Analyze	
  Problem	
  
Analyze	
  data/info	
  
Categorize	
  inputs	
  
Model	
  process/system	
  
Structure/Classify	
  outputs	
  
Display	
  cri.cal	
  thinking	
  

SoluEon	
  
Improver	
  

Problem	
  
Measurer	
  

Problem	
  
Analyzer	
  

	
  
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hep://businessmodels.ning.com	
  &	
  hep://twieer.com/RodKuhnKing	
  
QuesEon	
  for	
  Value	
  Engine	
  Map	
  

Why	
  and	
  How	
  to	
  
Create	
  a	
  Lifelong	
  Learning	
  Network	
  for	
  Entrepreneurs?	
  
VALUE	
  ENGINE	
  MAP	
  of	
  MARKET	
  UNIVERSE	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  Inadequate	
  learning	
  resources	
  for	
  entrepreneurs	
  

BLUE	
  OCEAN	
  
[Business	
  Model]	
  

RED	
  OCEAN	
  
[Business	
  Model]	
  
VALUE	
  ENGINE	
  MAP	
  of	
  MARKET	
  UNIVERSE	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  Inadequate	
  learning	
  resources	
  for	
  entrepreneurs	
  
Job	
  To	
  Be	
  Done	
  (Market/Goal):	
  Experience	
  a	
  lifelong	
  learning	
  network	
  for	
  entrepreneurs	
  

BLUE	
  OCEAN	
  
[Business	
  Model]	
  

RED	
  OCEAN	
  
[Business	
  Model]	
  
VALUE	
  ENGINE	
  MAP	
  of	
  MARKET	
  UNIVERSE	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  Inadequate	
  learning	
  resources	
  for	
  entrepreneurs	
  
Job	
  To	
  Be	
  Done	
  (Market/Goal):	
  Experience	
  a	
  lifelong	
  learning	
  network	
  for	
  entrepreneurs	
  

(+):	
  DELIGHT:	
  

BLUE	
  OCEAN	
  
[Business	
  Model]	
  

RED	
  OCEAN	
  
[Business	
  Model]	
  

	
  

(-­‐):	
  PAIN:
VALUE	
  ENGINE	
  MAP	
  of	
  Cost	
  vs.	
  Performance	
  MARKET	
  SEGMENTATION	
  (Customer	
  Personas)	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  Inadequate	
  learning	
  resources	
  for	
  entrepreneurs	
  
Job	
  To	
  Be	
  Done	
  (Market/Goal):	
  Experience	
  a	
  lifelong	
  learning	
  network	
  for	
  entrepreneurs	
  

BLUE	
  OCEAN	
  
[Business	
  Model]	
  

(+):	
  DELIGHT:	
  Performance	
  (Benefit)	
  
	
  

High	
  

RED	
  OCEAN	
  
[Business	
  Model]	
  
Low	
  

Low	
  

	
  

(-­‐):	
  PAIN:	
  Cost

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

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

(+):	
  DELIGHT:	
  Performance	
  (Benefit)	
  
	
  

High	
  

Low	
  

Low	
  

	
  

(-­‐):	
  PAIN:	
  Cost

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

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

BLUE	
  OCEAN	
  
[Customers]	
  

(+):	
  DELIGHT:	
  Performance	
  (Benefit)	
  
	
  

High	
  
(10)	
  

RED	
  OCEAN	
  
[Customers]	
  
Low	
  
(1)	
  

Low	
  
(1)	
  

	
  

(-­‐):	
  PAIN:	
  Cost

High	
  
(10)	
  
VALUE	
  ENGINE	
  MAP	
  of	
  Cost	
  vs.	
  Performance	
  BUSINESS	
  MODELS	
  (PRODUCTS/STRATEGIES/VPs)	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  Inadequate	
  learning	
  resources	
  for	
  entrepreneurs	
  
Job	
  To	
  Be	
  Done	
  (Market/Goal):	
  Experience	
  a	
  lifelong	
  learning	
  network	
  for	
  entrepreneurs	
  

BLUE	
  OCEAN	
  
[Business	
  Model]	
  

(+):	
  DELIGHT:	
  Performance	
  (Benefit)	
  
	
  

High	
  
(10)	
  

RED	
  OCEAN	
  
[Business	
  Model]	
  
Low	
  
(1)	
  

Low	
  
(1)	
  

	
  

(-­‐):	
  PAIN:	
  Cost

High	
  
(10)	
  
VALUE	
  ENGINE	
  MAP	
  of	
  Cost	
  vs.	
  Performance	
  BUSINESS	
  MODELS	
  (PRODUCTS/STRATEGIES/VPs)	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  Inadequate	
  learning	
  resources	
  for	
  entrepreneurs	
  
Job	
  To	
  Be	
  Done	
  (Market/Goal):	
  Experience	
  a	
  lifelong	
  learning	
  network	
  for	
  entrepreneurs	
  

BLUE	
  OCEAN	
  
[Business	
  Model]	
  

(+):	
  DELIGHT:	
  Performance	
  (Benefit)	
  
	
  

High	
  
(10)	
  

RED	
  OCEAN	
  
[Business	
  Model]	
  
Low	
  
(1)	
  

Low	
  
(1)	
  

	
  

(-­‐):	
  PAIN:	
  Cost

High	
  
(10)	
  
VALUE	
  ENGINE	
  MAP	
  of	
  Cost	
  vs.	
  Performance	
  BUSINESS	
  MODELS	
  (PRODUCTS/STRATEGIES/VPs)	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  Inadequate	
  learning	
  resources	
  for	
  entrepreneurs	
  
Job	
  To	
  Be	
  Done	
  (Market/Goal):	
  Experience	
  a	
  lifelong	
  learning	
  network	
  for	
  entrepreneurs	
  

BLUE	
  OCEAN	
  
[Business	
  Model]	
  

Higher	
  EducaEon	
  

Startup	
  Ecosystem	
  

InsEtuEons	
  

Corporate	
  

(+):	
  DELIGHT:	
  Performance	
  (Benefit)	
  
	
  

High	
  
(10)	
  

Adult	
  Learning/Skills	
  

RED	
  OCEAN	
  
[Business	
  Model]	
  
Low	
  
(1)	
  

Low	
  
(1)	
  

	
  

(-­‐):	
  PAIN:	
  Cost

High	
  
(10)	
  
VALUE	
  ENGINE	
  MAP	
  of	
  Cost	
  vs.	
  Performance	
  BUSINESS	
  MODELS	
  (PRODUCTS/STRATEGIES/VPs)	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  Inadequate	
  learning	
  resources	
  for	
  entrepreneurs	
  
Job	
  To	
  Be	
  Done	
  (Market/Goal):	
  Experience	
  a	
  lifelong	
  learning	
  network	
  for	
  entrepreneurs	
  

BLUE	
  OCEAN	
  
[Business	
  Model]	
  

Higher	
  EducaEon	
  

Startup	
  Ecosystem	
  

InsEtuEons	
  

Corporate	
  

(+):	
  DELIGHT:	
  Performance	
  (Benefit)	
  
	
  

High	
  
(10)	
  

Adult	
  Learning/Skills	
  

RED	
  OCEAN	
  
[Business	
  Model]	
  
Low	
  
(1)	
  

Low	
  
(1)	
  

	
  

(-­‐):	
  PAIN:	
  Cost

High	
  
(10)	
  
VALUE	
  ENGINE	
  MAP	
  of	
  Cost	
  vs.	
  Performance	
  BUSINESS	
  MODELS	
  (EXISTING	
  INVESTMENTS)	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  Inadequate	
  learning	
  resources	
  for	
  entrepreneurs	
  
Job	
  To	
  Be	
  Done	
  (Market/Goal):	
  Experience	
  a	
  lifelong	
  learning	
  network	
  for	
  entrepreneurs	
  

BLUE	
  OCEAN	
  
[Business	
  Model]	
  

Higher	
  EducaEon	
  

Corporate	
  

(+):	
  DELIGHT:	
  Performance	
  (Benefit)	
  
	
  

High	
  
(10)	
  
$90.
8m	
  

Startup	
  Ecosystem	
  

$20
m	
  

InsEtuEons	
  

$14.
25m	
  

Adult	
  Learning/Skills	
  
$1.5
b	
  
$103
m	
  

$195
m	
  

$163
m	
  

RED	
  OCEAN	
  
[Business	
  Model]	
  
Low	
  
(1)	
  

Low	
  
(1)	
  

	
  

(-­‐):	
  PAIN:	
  Cost

High	
  
(10)	
  
VALUE	
  ENGINE	
  MAP	
  of	
  Cost	
  vs.	
  Performance	
  BUSINESS	
  MODELS	
  (PROJECTIONS)	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  Inadequate	
  learning	
  resources	
  for	
  entrepreneurs	
  
Job	
  To	
  Be	
  Done	
  (Market/Goal):	
  Experience	
  a	
  lifelong	
  learning	
  network	
  for	
  entrepreneurs	
  

BLUE	
  OCEAN	
  
[Business	
  Model]	
  

Corporate	
  

$20
b	
  

High	
  
(10)	
  
(+):	
  DELIGHT:	
  Performance	
  (Benefit)	
  
	
  

Higher	
  EducaEon	
  

Startup	
  Ecosystem	
  

$20.
6b	
  

$100b	
  

InsEtuEons	
  

Adult	
  Learning/Skills	
  

$23
m	
  

$55
b	
  
RED	
  OCEAN	
  
[Business	
  Model]	
  

Low	
  
(1)	
  

Low	
  
(1)	
  

	
  

(-­‐):	
  PAIN:	
  Cost

High	
  
(10)	
  
Classic	
  CompeEEve	
  Graph	
  

Source:	
  	
  hp://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/	
  	
  
VALUE	
  ENGINE	
  MAP	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  …………………………………………………………………………………………………………………	
  
Job	
  To	
  Be	
  Done	
  (Market/Goal):	
  ………………………………………………………………………………………………………………………….	
  
Ideal	
  Final	
  Result	
  (IFR):	
  Insanely	
  Great	
  Experience	
  or	
  Ideal	
  Minimum	
  Viable	
  Product	
  (MVP)	
  

BLUE	
  OCEAN	
  
[Business	
  Model]	
  

(+):	
  DELIGHT:	
  
	
  

High	
  
(10)	
  

RED	
  OCEAN	
  
[Business	
  Model]	
  
Low	
  
(1)	
  

Low	
  
(1)	
  

	
  

(-­‐):	
  PAIN:

High	
  
(10)	
  
VALUE	
  ENGINE	
  MAP	
  for	
  Red	
  Ocean	
  DisrupEon	
  (ROD)	
  Strategy	
  and	
  TacEcs	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  …………………………………………………………………………………………………………………	
  
Job	
  To	
  Be	
  Done	
  (Market/Goal):	
  ………………………………………………………………………………………………………………………….	
  
Ideal	
  Final	
  Result	
  (IFR):	
  Insanely	
  Great	
  Experience	
  or	
  Ideal	
  Minimum	
  Viable	
  Product	
  (MVP)	
  

BLUE	
  OCEAN	
  
[Business	
  Model]	
  

(+):	
  DELIGHT:	
  
	
  

High	
  
(10)	
  

RED	
  OCEAN	
  
[Business	
  Model]	
  
Low	
  
(1)	
  

Low	
  
(1)	
  

	
  

(-­‐):	
  PAIN:

High	
  
(10)	
  
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)	
  

BLUE	
  OCEAN	
  
Customers	
  

SWEET	
  SPOT	
  
Customers	
  

LUXURY	
  SPOT/	
  
“DIFFERENTIATION”	
  
Customers	
  

DISRUPTION	
  SPOT/	
  
“LOW	
  COST”/LEAN	
  
Customers	
  

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

VOLCANO	
  SPOT	
  
Customers	
  

GREEN	
  OCEAN	
  
Customers	
  

NO-­‐MAN’S-­‐ISLAND	
  
Customers	
  

RED	
  OCEAN	
  
Customers	
  

Low	
  
(1)	
  

(-­‐):	
  PAIN:	
  Cost

(+):	
  DELIGHT:	
  
Differen5a5on	
  
	
  

High	
  
(10)	
  

Low	
  
(1)	
  

	
  

High	
  
(10)	
  
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)	
  

BLUE	
  OCEAN	
  
Customers	
  

(+):	
  DELIGHT:	
  
Differen5a5on	
  
	
  

High	
  
(10)	
  

q  Dissa5sfiers	
  
q  Sa'sfiers	
  
q  Delighters	
  

DISRUPTION	
  SPOT/	
  
“LOW	
  COST”/LEAN	
  
Customers	
  
q  Dissa5sfiers	
  
q  Sa'sfiers	
  
q  Delighters	
  

GREEN	
  OCEAN	
  
Customers	
  
Low	
  
(1)	
  

SWEET	
  SPOT	
  
Customers	
  

q  Dissa5sfiers	
  
q  Sa'sfiers	
  
q  Delighters	
  
Low	
  
(1)	
  

OASIS	
  SPOT/	
  
“STUCK-­‐IN-­‐THE-­‐MIDDLE”	
  
Customers	
  
q  Dissa5sfiers	
  
q  Sa'sfiers	
  
q  Delighters	
  

NO-­‐MAN’S-­‐ISLAND	
  
Customers	
  
q  Dissa5sfiers	
  
q  Sa'sfiers	
  
q  Delighters	
  

	
  

(-­‐):	
  PAIN:	
  Cost

LUXURY	
  SPOT/	
  
“DIFFERENTIATION”	
  
Customers	
  
q  Dissa5sfiers	
  
q  Sa'sfiers	
  
q  Delighters	
  

VOLCANO	
  SPOT	
  
Customers	
  
q  Dissa5sfiers	
  
q  Sa'sfiers	
  
q  Delighters	
  

RED	
  OCEAN	
  
Customers	
  

q  Dissa5sfiers	
  
q  Sa'sfiers	
  
q  Delighters	
  
High	
  
(10)	
  
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)	
  

BLUE	
  OCEAN	
  
Customers	
  

(+):	
  DELIGHT:	
  
Differen5a5on	
  
	
  

High	
  
(10)	
  

q  Dissa5sfiers	
  
q  Sa'sfiers	
  
q  Delighters	
  

DISRUPTION	
  SPOT/	
  
“LOW	
  COST”/LEAN	
  
Customers	
  
q  Dissa5sfiers	
  
q  Sa'sfiers	
  
q  Delighters	
  

GREEN	
  OCEAN	
  
Customers	
  
Low	
  
(1)	
  

SWEET	
  SPOT	
  
Customers	
  

q  Dissa5sfiers	
  
q  Sa'sfiers	
  
q  Delighters	
  
Low	
  
(1)	
  

OASIS	
  SPOT/	
  
“STUCK-­‐IN-­‐THE-­‐MIDDLE”	
  
Customers	
  
q  Dissa5sfiers	
  
q  Sa'sfiers	
  
q  Delighters	
  

NO-­‐MAN’S-­‐ISLAND	
  
Customers	
  
q  Dissa5sfiers	
  
q  Sa'sfiers	
  
q  Delighters	
  

	
  

(-­‐):	
  PAIN:	
  Cost

LUXURY	
  SPOT/	
  
“DIFFERENTIATION”	
  
Customers	
  
q  Dissa5sfiers	
  
q  Sa'sfiers	
  
q  Delighters	
  

VOLCANO	
  SPOT	
  
Customers	
  
q  Dissa5sfiers	
  
q  Sa'sfiers	
  
q  Delighters	
  

RED	
  OCEAN	
  
Customers	
  

q  Dissa5sfiers	
  
q  Sa'sfiers	
  
q  Delighters	
  
High	
  
(10)	
  
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)	
  

(+):	
  DELIGHT:	
  
Differen5a5on	
  
	
  

High	
  
(10)	
  

Low	
  
(1)	
  

BLUE	
  OCEAN	
  
[Business	
  Model/	
  
Strategy/	
  
Value	
  Proposi.on]	
  

SWEET	
  SPOT	
  
[Business	
  Model/	
  
Strategy/	
  
Value	
  Proposi.on]	
  

LUXURY	
  SPOT/	
  
“DIFFERENTIATION”	
  
[Business	
  Model/	
  
Strategy/	
  
Value	
  Proposi.on]	
  

DISRUPTION	
  SPOT/	
  
“LOW	
  COST”/LEAN	
  
[Business	
  Model/	
  
Strategy/	
  
Value	
  Proposi.on]	
  

OASIS	
  SPOT/	
  
“STUCK-­‐IN-­‐THE-­‐MIDDLE”	
  
[Business	
  Model/	
  
Strategy/	
  
Value	
  Proposi.on]	
  

VOLCANO	
  SPOT	
  
[Business	
  Model/	
  
Strategy/	
  
Value	
  Proposi.on]	
  

GREEN	
  OCEAN	
  
[Business	
  Model/	
  
Strategy/	
  
Value	
  Proposi.on]	
  
	
  

NO-­‐MAN’S-­‐ISLAND	
  
[Business	
  Model/	
  
Strategy/	
  
Value	
  Proposi.on]	
  

RED	
  OCEAN	
  
[Business	
  Model/	
  
Strategy/	
  
Value	
  Proposi.on]	
  

Low	
  
(1)	
  

	
  

(-­‐):	
  PAIN:	
  Cost

High	
  
(10)	
  
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)	
  

(+):	
  DELIGHT:	
  
	
  

High	
  
(10)	
  

Low	
  
(1)	
  

BLUE	
  OCEAN	
  
[TOOLS:	
  	
  
Product/Service-­‐Analogs]	
  

SWEET	
  SPOT	
  
[TOOLS:	
  	
  
Product/Service-­‐Analogs]	
  

LUXURY	
  SPOT/	
  
[TOOLS:	
  	
  
Product/Service-­‐Analogs]	
  

DISRUPTION	
  SPOT/	
  
“LOW	
  COST”/LEAN	
  
[TOOLS:	
  	
  
Product/Service-­‐Analogs]	
  

OASIS	
  SPOT/	
  
“STUCK-­‐IN-­‐THE-­‐MIDDLE”	
  
[TOOLS:	
  	
  
Product/Service-­‐Analogs]	
  

VOLCANO	
  SPOT	
  
[TOOLS:	
  	
  
Product/Service-­‐Analogs]	
  

GREEN	
  OCEAN	
  
[TOOLS:	
  	
  
Product/Service-­‐Analogs]	
  

NO-­‐MAN’S-­‐ISLAND	
  
[TOOLS:	
  	
  
Product/Service-­‐Analogs]	
  

RED	
  OCEAN	
  
[TOOLS:	
  	
  
Product/Service-­‐Analogs]	
  

Low	
  
(1)	
  

(-­‐):	
  PAIN:

	
  

High	
  
(10)	
  
3D-­‐Value	
  Engine	
  Map	
  	
  
	
  
3D-­‐Value	
  PosiEoning,	
  Market	
  SegmentaEon,	
  and	
  
CompeEEve	
  Analysis	
  
3D-­‐VALUE	
  ENGINE	
  MAP	
  (“CompeEtors’	
  Rubik	
  Cube”)	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  …………………………………………………………………………………………………………………	
  
Job	
  To	
  Be	
  Done	
  (Market/Goal):	
  ………………………………………………………………………………………………………………………….	
  
DELIGHT	
  1:	
  

ExisEng	
  Market	
  SegmentaEon	
  
(Direct/Indirect	
  Compe.tors)	
  

PAIN:	
  

DELIGHT	
  2:	
  

New	
  Market	
  SegmentaEon	
  
(Non-­‐compe.tors;	
  Non-­‐customers)	
  
3D-­‐VALUE	
  ENGINE	
  MAP	
  FOR	
  LIFELONG	
  LEARNING	
  NETWORK	
  
Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  Inadequate	
  learning	
  resources	
  for	
  entrepreneurs	
  
Job	
  To	
  Be	
  Done	
  (Market/Goal):	
  Experience	
  a	
  lifelong	
  learning	
  network	
  for	
  entrepreneurs	
  
DELIGHT	
  1:	
  
Performance	
  
(Benefit)	
  

ExisEng	
  Market	
  SegmentaEon	
  
(Direct/Indirect	
  Compe.tors)	
  

PAIN:	
  
Cost	
  

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

New	
  Market	
  SegmentaEon	
  
(Non-­‐compe.tors;	
  Non-­‐customers)	
  
BONUS	
  TOOL	
  
Customer	
  AcquisiEon	
  Pyramid	
  
One-­‐Page	
  Worksheet	
  
That	
  Answers	
  the	
  Ques.on:	
  
“How	
  will	
  a	
  Blue	
  Ocean	
  Lean	
  Startup	
  (BOLS)	
  get	
  customers?”	
  
 	
  	
  CUSTOMER	
  ACQUISITION	
  PYRAMID:	
  How	
  to	
  create	
  a	
  Blue	
  Ocean	
  
	
  
	
  
	
  

Big	
  Urgent	
  Market	
  Problem	
  (BUMP):	
  …………………………………………………………………………………………………………………	
  
Job	
  To	
  Be	
  Done	
  (Market/Goal):	
  ………………………………………………………………………………………………………………………….	
  
	
  
Dream	
  
Product/Service	
  
q 	
  	
  Delighters	
  
q 	
  	
  SaEsfiers	
  
BUSINESS	
  	
   q 	
  	
  DissaEsfiers	
  
DIRECT	
  COMPETITORS	
  
q 	
  	
  Delighters	
  
(Core	
  Sector/Strategic	
  Groups:	
   q 	
  	
  SaEsfiers	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Subs'tutes)	
  
q 	
  	
  DissaEsfiers	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  
INDIRECT	
  COMPETITORS	
  (Peripheral/
Adjacent	
  Industries:	
  Alterna'ves/Value	
  
Chain	
  Complements)	
  
NON-­‐COMPETITORS	
  
(Remote	
  Industries/Economy:	
  	
  
Sectoral	
  &	
  Geographical	
  Non-­‐alterna'ves)	
  

q 	
  	
  Delighters	
  
q 	
  	
  SaEsfiers	
  
q 	
  	
  DissaEsfiers	
  

Why?	
  
How?	
  

Why?	
  
How?	
  

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

Why?	
  
How?	
  

(New)	
  Customer	
  Value	
  ProposiEon/Market:	
  …………………………………………………………………..	
  
Diffusion	
  (Word-­‐of-­‐mouth)	
  Poten'al	
  =	
  Delighters	
  +	
  Sa'sfiers	
  -­‐	
  Dissa'sfiers	
  
	
  
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hep://businessmodels.ning.com	
  &	
  hep://twieer.com/RodKuhnKing	
  
CUSTOMER	
  ACQUISITION	
  PYRAMID	
  FOR	
  LIFELONG	
  LEARNING	
  NETWORK	
  

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

	
  

Dream	
  
Product/Service	
  
q 	
  	
  Delighters	
  
q 	
  	
  SaEsfiers	
  
BUSINESS	
  	
   q 	
  	
  DissaEsfiers	
  
DIRECT	
  COMPETITORS	
  
q 	
  	
  Delighters	
  
(Core	
  Sector/Strategic	
  Groups:	
   q 	
  	
  SaEsfiers	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  Subs'tutes)	
  
q 	
  	
  DissaEsfiers	
  
	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  	
  
INDIRECT	
  COMPETITORS	
  (Peripheral/
Adjacent	
  Industries:	
  Alterna'ves/Value	
  
Chain	
  Complements)	
  
NON-­‐COMPETITORS	
  
(Remote	
  Industries/Economy:	
  	
  
Sectoral	
  &	
  Geographical	
  Non-­‐alterna'ves)	
  

q 	
  	
  Delighters	
  
q 	
  	
  SaEsfiers	
  
q 	
  	
  DissaEsfiers	
  

Why?	
  
How?	
  

Why?	
  
How?	
  

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

Why?	
  
How?	
  

(New)	
  Customer	
  Value	
  ProposiEon/Market:	
  …………………………………………………………………..	
  
Diffusion	
  (Word-­‐of-­‐mouth)	
  Poten'al	
  =	
  Delighters	
  +	
  Sa'sfiers	
  -­‐	
  Dissa'sfiers	
  
	
  
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hep://businessmodels.ning.com	
  &	
  hep://twieer.com/RodKuhnKing	
  
 
	
  

	
  

ROD	
  U	
  
	
  

	
  

Rapidly	
  Discover	
  and	
  Solve	
  BUMPs	
  

For	
  more	
  informaEon	
  on	
  	
  
how	
  to	
  beer	
  use	
  and	
  master	
  the	
  Value	
  Engine	
  Map,	
  
contact	
  
Red	
  Ocean	
  DisrupEon	
  (ROD)	
  University	
  
hp://businessmodels.ning.com	
  	
  

	
  
#4ROD.	
  Dr.	
  Rod	
  King.	
  rodkuhnhking@gmail.com	
  &	
  hep://businessmodels.ning.com	
  &	
  hep://twieer.com/RodKuhnKing	
  

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

  • 1. 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  
  • 2. Visual  Tools  for  Value  PosiEoning,  Market  SegmentaEon,  and  CompeEEve  Analysis     CHARACTERISTICS                                                                                            TOOLS   (TASKS/FUNCTIONS)   TradiEonal  X/Y-­‐ CompeEEve  Graph   1)      Market  (Brand)  Posi.oning;  Perceptual  Mapping   ü      2)      Classic  Market  Segmenta.on  (Exis'ng  Market/Customers)   ü      Petal  Diagram   (Steve  Blank)   Value  Eng.  Map   (Rod  King)   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   6)      Players  (Organiza.ons)  in  Compe..ve  Landscape   7)      Investments  in  Compe..ve  Landscape   ü      ü      ü      ü      ü      ü      ü      8)      Industry  (Value)  Benchmarking;  Customer  Dev.  Interviews   ü      9)      Business  Model  Archetypes  or  Paerns   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     
  • 3. 3  CompeEEve  Strategy  QuesEons  for   Insurgent  and  Incumbent  CompeEtors   1   2   3   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?)  
  • 4. Steve  Blank’s  Petal  Diagram   Value  PosiEoning,  Market  SegmentaEon,  and   CompeEEve  Analysis  
  • 5. PETAL  DIAGRAM  of  CompeEEve  Landscape:  Create  a  Lifelong  Learning  Network  for  Entrepreneurs   Source:    hp://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/    
  • 6.   PETAL  DIAGRAM  of  CompeEEve  Landscape:  Create  a  Lifelong  Learning  Network  for  Entrepreneurs   Source:    hp://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/    
  • 7. PETAL  DIAGRAM  of  CompeEEve  Landscape:  Create  a  Lifelong  Learning  Network  for  Entrepreneurs   Projected  Investments       Source:    hp://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/    
  • 8. “The  Petal  Diagram   [Compe..ve  Landscape]   Drives   Your  Business  Model  Canvas”     Steve  Blank  
  • 9. Rod  King’s  Value  Engine  Map     (3x3  Fractal  Storycard)   Value  PosiEoning,  Market  SegmentaEon,  and   CompeEEve  Analysis   Source  of  info  on  Trade-­‐off  Maps:    hp://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/    
  • 10. “The  Value  Engine  Map   Drives   Red  Ocean  DisrupEon  (ROD)   Strategy  &  TacEcs”     Rod  King  
  • 12. The  Value  Engine  Map   Ensures  That  You  Do   “The  6  Jobs   of   Highly  InnovaEve  Teams”    
  • 13. The  6  Jobs  of  Highly  InnovaEve  Teams   Rapidly  Discover  and  Solve  BUMPs   Problem   Definer   SoluEon   Builder   TRADE-­‐OFF   MAP   Value   Learner   SoluEon   Improver   Problem   Measurer   Problem   Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing  
  • 14. The  6  Jobs  of  Highly  InnovaEve  Teams   Rapidly  Discover  and  Solve  BUMPs   Problem   Definer   Value   Learner   SoluEon   Builder   Define  Problem   Define/sketch  customer   Make  field  visits;  Network      Observe  anomalies,            pains  &  trade-­‐offs            Ques.on  ecosystem                       Learn  What’s  Valued  Explore  in   Build  SoluEon                   What  to  learn/share        space/.me   Set  goals/strategies   Evaluate  (-­‐/+);  Monitor   Brainstorm  specs/propn.   Reflect:  Lesson  Learned   Idealize;  Use  “What  if?”   Tell  stories;  “Pitch”   Analogize;  Experiment   TRADE-­‐OFF   Prototype  tool;  Pilot   Summarize   MAP   Improve  SoluEon   Measure  Problem   Resolve  trade-­‐offs   Measure  impacts   Do  mul.level  thinking   Collect  data/info   Transform;  Disrupt   Quan.fy  rela.onships      Role-­‐play;  Simplify   Confirm  channels          Implement  tac.cs   Verify/Validate    Analyze  Problem   Analyze  data/info   Categorize  inputs   Model  process/system   Structure/Classify  outputs   Display  cri.cal  thinking   SoluEon   Improver   Problem   Measurer   Problem   Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing  
  • 15. The  6  Jobs  of  Highly  EffecEve  Teams:  LIFELONG  LEARNING  NETWORK  for  Entrepreneurs   Rapidly  Discover  and  Solve  BUMPs   Problem   Definer   Value   Learner   SoluEon   Builder   Define  Problem   Define/sketch  customer   Make  field  visits;  Network      Observe  anomalies,            pains  &  trade-­‐offs            Ques.on  ecosystem                       Learn  What’s  Valued  Explore  in   Build  SoluEon                   What  to  learn/share        space/.me   Set  goals/strategies   Evaluate  (-­‐/+);  Monitor   Brainstorm  specs/propn.   Reflect:  Lesson  Learned   Idealize;  Use  “What  if?”   Tell  stories;  “Pitch”   LIFELONG   Analogize;  Experiment   Summarize   LEARNING   Prototype  tool;  Pilot   Improve  SoluEon   NETWORK   Measure  Problem   Resolve  trade-­‐offs   Measure  impacts   Do  mul.level  thinking   Collect  data/info   Transform;  Disrupt   Quan.fy  rela.onships      Role-­‐play;  Simplify   Confirm  channels          Implement  tac.cs   Verify/Validate    Analyze  Problem   Analyze  data/info   Categorize  inputs   Model  process/system   Structure/Classify  outputs   Display  cri.cal  thinking   SoluEon   Improver   Problem   Measurer   Problem   Analyzer     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing  
  • 16. QuesEon  for  Value  Engine  Map   Why  and  How  to   Create  a  Lifelong  Learning  Network  for  Entrepreneurs?  
  • 17. VALUE  ENGINE  MAP  of  MARKET  UNIVERSE   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   RED  OCEAN   [Business  Model]  
  • 18. VALUE  ENGINE  MAP  of  MARKET  UNIVERSE   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   RED  OCEAN   [Business  Model]  
  • 19. VALUE  ENGINE  MAP  of  MARKET  UNIVERSE   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   (+):  DELIGHT:   BLUE  OCEAN   [Business  Model]   RED  OCEAN   [Business  Model]     (-­‐):  PAIN:
  • 20. VALUE  ENGINE  MAP  of  Cost  vs.  Performance  MARKET  SEGMENTATION  (Customer  Personas)   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   (+):  DELIGHT:  Performance  (Benefit)     High   RED  OCEAN   [Business  Model]   Low   Low     (-­‐):  PAIN:  Cost High  
  • 21. VALUE  ENGINE  MAP  of  Cost  vs.  Performance  MARKET  SEGMENTATION  (Customer  Personas)     Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   (+):  DELIGHT:  Performance  (Benefit)     High   Low   Low     (-­‐):  PAIN:  Cost High  
  • 22. VALUE  ENGINE  MAP  of  Cost  vs.  Performance  MARKET  SEGMENTATION  (Customer  Personas)     Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Customers]   (+):  DELIGHT:  Performance  (Benefit)     High   (10)   RED  OCEAN   [Customers]   Low   (1)   Low   (1)     (-­‐):  PAIN:  Cost High   (10)  
  • 23. VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (PRODUCTS/STRATEGIES/VPs)   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   (+):  DELIGHT:  Performance  (Benefit)     High   (10)   RED  OCEAN   [Business  Model]   Low   (1)   Low   (1)     (-­‐):  PAIN:  Cost High   (10)  
  • 24. VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (PRODUCTS/STRATEGIES/VPs)   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   (+):  DELIGHT:  Performance  (Benefit)     High   (10)   RED  OCEAN   [Business  Model]   Low   (1)   Low   (1)     (-­‐):  PAIN:  Cost High   (10)  
  • 25. VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (PRODUCTS/STRATEGIES/VPs)   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   Higher  EducaEon   Startup  Ecosystem   InsEtuEons   Corporate   (+):  DELIGHT:  Performance  (Benefit)     High   (10)   Adult  Learning/Skills   RED  OCEAN   [Business  Model]   Low   (1)   Low   (1)     (-­‐):  PAIN:  Cost High   (10)  
  • 26. VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (PRODUCTS/STRATEGIES/VPs)   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   Higher  EducaEon   Startup  Ecosystem   InsEtuEons   Corporate   (+):  DELIGHT:  Performance  (Benefit)     High   (10)   Adult  Learning/Skills   RED  OCEAN   [Business  Model]   Low   (1)   Low   (1)     (-­‐):  PAIN:  Cost High   (10)  
  • 27. VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (EXISTING  INVESTMENTS)   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   Higher  EducaEon   Corporate   (+):  DELIGHT:  Performance  (Benefit)     High   (10)   $90. 8m   Startup  Ecosystem   $20 m   InsEtuEons   $14. 25m   Adult  Learning/Skills   $1.5 b   $103 m   $195 m   $163 m   RED  OCEAN   [Business  Model]   Low   (1)   Low   (1)     (-­‐):  PAIN:  Cost High   (10)  
  • 28. VALUE  ENGINE  MAP  of  Cost  vs.  Performance  BUSINESS  MODELS  (PROJECTIONS)   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   BLUE  OCEAN   [Business  Model]   Corporate   $20 b   High   (10)   (+):  DELIGHT:  Performance  (Benefit)     Higher  EducaEon   Startup  Ecosystem   $20. 6b   $100b   InsEtuEons   Adult  Learning/Skills   $23 m   $55 b   RED  OCEAN   [Business  Model]   Low   (1)   Low   (1)     (-­‐):  PAIN:  Cost High   (10)  
  • 29. Classic  CompeEEve  Graph   Source:    hp://steveblank.com/2013/11/08/a-­‐new-­‐way-­‐to-­‐look-­‐at-­‐compe.tors/    
  • 30. VALUE  ENGINE  MAP   Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….   Ideal  Final  Result  (IFR):  Insanely  Great  Experience  or  Ideal  Minimum  Viable  Product  (MVP)   BLUE  OCEAN   [Business  Model]   (+):  DELIGHT:     High   (10)   RED  OCEAN   [Business  Model]   Low   (1)   Low   (1)     (-­‐):  PAIN: High   (10)  
  • 31. VALUE  ENGINE  MAP  for  Red  Ocean  DisrupEon  (ROD)  Strategy  and  TacEcs   Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….   Ideal  Final  Result  (IFR):  Insanely  Great  Experience  or  Ideal  Minimum  Viable  Product  (MVP)   BLUE  OCEAN   [Business  Model]   (+):  DELIGHT:     High   (10)   RED  OCEAN   [Business  Model]   Low   (1)   Low   (1)     (-­‐):  PAIN: High   (10)  
  • 32. 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)   BLUE  OCEAN   Customers   SWEET  SPOT   Customers   LUXURY  SPOT/   “DIFFERENTIATION”   Customers   DISRUPTION  SPOT/   “LOW  COST”/LEAN   Customers   OASIS  SPOT/   “STUCK-­‐IN-­‐THE-­‐MIDDLE”   Customers   VOLCANO  SPOT   Customers   GREEN  OCEAN   Customers   NO-­‐MAN’S-­‐ISLAND   Customers   RED  OCEAN   Customers   Low   (1)   (-­‐):  PAIN:  Cost (+):  DELIGHT:   Differen5a5on     High   (10)   Low   (1)     High   (10)  
  • 33. 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)   BLUE  OCEAN   Customers   (+):  DELIGHT:   Differen5a5on     High   (10)   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   DISRUPTION  SPOT/   “LOW  COST”/LEAN   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   GREEN  OCEAN   Customers   Low   (1)   SWEET  SPOT   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   Low   (1)   OASIS  SPOT/   “STUCK-­‐IN-­‐THE-­‐MIDDLE”   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   NO-­‐MAN’S-­‐ISLAND   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters     (-­‐):  PAIN:  Cost LUXURY  SPOT/   “DIFFERENTIATION”   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   VOLCANO  SPOT   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   RED  OCEAN   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   High   (10)  
  • 34. 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)   BLUE  OCEAN   Customers   (+):  DELIGHT:   Differen5a5on     High   (10)   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   DISRUPTION  SPOT/   “LOW  COST”/LEAN   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   GREEN  OCEAN   Customers   Low   (1)   SWEET  SPOT   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   Low   (1)   OASIS  SPOT/   “STUCK-­‐IN-­‐THE-­‐MIDDLE”   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   NO-­‐MAN’S-­‐ISLAND   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters     (-­‐):  PAIN:  Cost LUXURY  SPOT/   “DIFFERENTIATION”   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   VOLCANO  SPOT   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   RED  OCEAN   Customers   q  Dissa5sfiers   q  Sa'sfiers   q  Delighters   High   (10)  
  • 35. 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)   (+):  DELIGHT:   Differen5a5on     High   (10)   Low   (1)   BLUE  OCEAN   [Business  Model/   Strategy/   Value  Proposi.on]   SWEET  SPOT   [Business  Model/   Strategy/   Value  Proposi.on]   LUXURY  SPOT/   “DIFFERENTIATION”   [Business  Model/   Strategy/   Value  Proposi.on]   DISRUPTION  SPOT/   “LOW  COST”/LEAN   [Business  Model/   Strategy/   Value  Proposi.on]   OASIS  SPOT/   “STUCK-­‐IN-­‐THE-­‐MIDDLE”   [Business  Model/   Strategy/   Value  Proposi.on]   VOLCANO  SPOT   [Business  Model/   Strategy/   Value  Proposi.on]   GREEN  OCEAN   [Business  Model/   Strategy/   Value  Proposi.on]     NO-­‐MAN’S-­‐ISLAND   [Business  Model/   Strategy/   Value  Proposi.on]   RED  OCEAN   [Business  Model/   Strategy/   Value  Proposi.on]   Low   (1)     (-­‐):  PAIN:  Cost High   (10)  
  • 36. 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)   (+):  DELIGHT:     High   (10)   Low   (1)   BLUE  OCEAN   [TOOLS:     Product/Service-­‐Analogs]   SWEET  SPOT   [TOOLS:     Product/Service-­‐Analogs]   LUXURY  SPOT/   [TOOLS:     Product/Service-­‐Analogs]   DISRUPTION  SPOT/   “LOW  COST”/LEAN   [TOOLS:     Product/Service-­‐Analogs]   OASIS  SPOT/   “STUCK-­‐IN-­‐THE-­‐MIDDLE”   [TOOLS:     Product/Service-­‐Analogs]   VOLCANO  SPOT   [TOOLS:     Product/Service-­‐Analogs]   GREEN  OCEAN   [TOOLS:     Product/Service-­‐Analogs]   NO-­‐MAN’S-­‐ISLAND   [TOOLS:     Product/Service-­‐Analogs]   RED  OCEAN   [TOOLS:     Product/Service-­‐Analogs]   Low   (1)   (-­‐):  PAIN:   High   (10)  
  • 37. 3D-­‐Value  Engine  Map       3D-­‐Value  PosiEoning,  Market  SegmentaEon,  and   CompeEEve  Analysis  
  • 38. 3D-­‐VALUE  ENGINE  MAP  (“CompeEtors’  Rubik  Cube”)   Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….   DELIGHT  1:   ExisEng  Market  SegmentaEon   (Direct/Indirect  Compe.tors)   PAIN:   DELIGHT  2:   New  Market  SegmentaEon   (Non-­‐compe.tors;  Non-­‐customers)  
  • 39. 3D-­‐VALUE  ENGINE  MAP  FOR  LIFELONG  LEARNING  NETWORK   Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs   Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs   DELIGHT  1:   Performance   (Benefit)   ExisEng  Market  SegmentaEon   (Direct/Indirect  Compe.tors)   PAIN:   Cost   DELIGHT  2:   (Differen'a'ng   ASribute,  e.g.,   Simplicity)   New  Market  SegmentaEon   (Non-­‐compe.tors;  Non-­‐customers)  
  • 40. BONUS  TOOL   Customer  AcquisiEon  Pyramid   One-­‐Page  Worksheet   That  Answers  the  Ques.on:   “How  will  a  Blue  Ocean  Lean  Startup  (BOLS)  get  customers?”  
  • 41.      CUSTOMER  ACQUISITION  PYRAMID:  How  to  create  a  Blue  Ocean         Big  Urgent  Market  Problem  (BUMP):  …………………………………………………………………………………………………………………   Job  To  Be  Done  (Market/Goal):  ………………………………………………………………………………………………………………………….     Dream   Product/Service   q     Delighters   q     SaEsfiers   BUSINESS     q     DissaEsfiers   DIRECT  COMPETITORS   q     Delighters   (Core  Sector/Strategic  Groups:   q     SaEsfiers                                  Subs'tutes)   q     DissaEsfiers                                         INDIRECT  COMPETITORS  (Peripheral/ Adjacent  Industries:  Alterna'ves/Value   Chain  Complements)   NON-­‐COMPETITORS   (Remote  Industries/Economy:     Sectoral  &  Geographical  Non-­‐alterna'ves)   q     Delighters   q     SaEsfiers   q     DissaEsfiers   Why?   How?   Why?   How?   q     NON-­‐  CUSTOMERS  (“UNDERDOGS”)   o       Profitable   o       Break-­‐even   o       Unprofitable   Why?   How?   (New)  Customer  Value  ProposiEon/Market:  …………………………………………………………………..   Diffusion  (Word-­‐of-­‐mouth)  Poten'al  =  Delighters  +  Sa'sfiers  -­‐  Dissa'sfiers     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing  
  • 42. CUSTOMER  ACQUISITION  PYRAMID  FOR  LIFELONG  LEARNING  NETWORK     Big  Urgent  Market  Problem  (BUMP):  Inadequate  learning  resources  for  entrepreneurs     Job  To  Be  Done  (Market/Goal):  Experience  a  lifelong  learning  network  for  entrepreneurs         Dream   Product/Service   q     Delighters   q     SaEsfiers   BUSINESS     q     DissaEsfiers   DIRECT  COMPETITORS   q     Delighters   (Core  Sector/Strategic  Groups:   q     SaEsfiers                                  Subs'tutes)   q     DissaEsfiers                                         INDIRECT  COMPETITORS  (Peripheral/ Adjacent  Industries:  Alterna'ves/Value   Chain  Complements)   NON-­‐COMPETITORS   (Remote  Industries/Economy:     Sectoral  &  Geographical  Non-­‐alterna'ves)   q     Delighters   q     SaEsfiers   q     DissaEsfiers   Why?   How?   Why?   How?   q     NON-­‐  CUSTOMERS  (“UNDERDOGS”)   o       Profitable   o       Break-­‐even   o       Unprofitable   Why?   How?   (New)  Customer  Value  ProposiEon/Market:  …………………………………………………………………..   Diffusion  (Word-­‐of-­‐mouth)  Poten'al  =  Delighters  +  Sa'sfiers  -­‐  Dissa'sfiers     #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing  
  • 43.       ROD  U       Rapidly  Discover  and  Solve  BUMPs   For  more  informaEon  on     how  to  beer  use  and  master  the  Value  Engine  Map,   contact   Red  Ocean  DisrupEon  (ROD)  University   hp://businessmodels.ning.com       #4ROD.  Dr.  Rod  King.  rodkuhnhking@gmail.com  &  hep://businessmodels.ning.com  &  hep://twieer.com/RodKuhnKing