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Stage Two PDF Print E-mail

 

 

Map the Landscape of Opportunity

 


 

"People want the things that will make their lives the way they want them to be"

- The J. Peterman Catalog

 


 

Putting the model of demand to work.

 

Opportunity is not the same as Demand.  Just because you now understand what the customer wants, ie the Landscape of Demand, that does not mean that you understand where opportunity lies.  Stage Two is all about how to find where the really new opportunities lie.

 

Opportunity can be found at the intersection of Demand and Frustration.  In a sense, Frustration is the under-met or un-met part of Supply.  So build a model of their Frustration space and examine it relative to what they really seek.   

 

 

The details

 

Build a model of their frustration space.

You should have a lot of Statements of Pain from Stage One.  People like to talk about what frustrates them, and these same statements of Pain are each a voice of a frustration.  Pool them with the same Sense Making methods of Stage One, typically Cluster Analysis, and you will haveyour model of their frustration space.  It works best to sort them into some frame of reference that is based on your understanding of how your customer organizes their world.  A typical one for a small business operator might be 

 

 POP-FoR lg

 

Build a matrix of Opportunity

Making the matrix is easy, filling in all those cells is the hard part.   One axis is the list of meta-goals from your Demand Landscape, the other axis is the equivalent meta-frostrations from your frustration landscape.   Here's an example of such a matrix

 

OppLndscpDemo

 

Filling the matrix with statements of opportunity

 

Now the fun starts.  As a team, start with a single statement of frustration and pick randomly, a meta-goal.  Consider that intersection, think about the issues it represents, what benefits or outcomes a customer might seek in the light of the chosen frustration, and write ech one on a Post-It note.  Work your way across the whole matrix follwoing the ideas as they come up. For example, the discusison around [To run my small biz smoothly] * [Issues about my staff] is likely to morph into topics of being in control, so go with it and you'll end up surfing the majority of the matrix spontaneously.  Collect all those notes!

 

Assemble your  Opportunity Landscape 

 

Again, apply Sense Making (eg Cluster Analysis) to all those Post-Its.  It is especially important to put good names on each of the clusters you find.  Then, like pin-the-opp-on-the-landscape o back to your matrix and pin each cluster title to where it 'belongs' on the matrix.  Voila!  Your Opportunity Landscape.   

 

It is always a good idea to test your results.  A simple way to do this is with your themes of opportunity, do a round of qualitiatve work to assess how those themes resonate with your customes.  At the same time, you can also draw on those interviewees for insights about other ways the opportuniies are bieng met now in the market, ie competitors and complimentors.

 

From opportunity to Action

 

All those nifty themes of opportunity aren't Product, Service, Brand, Channel - ie you can't sell them.  To generate actionable business moves, a playbook of action for growth, you will need to do some agressive ideation, flesh out those ideas, and then build business plans around them.  That is Stage Three.