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

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.”