3.3.4 Strategic Lenses Every MBA program includes at least one course on strategy. A litany of lenses arises from the strategic management field that both entrepreneur and investor may use to gain insights. Tools include 3BL, SWOT, PESTEL, Strategic Group Maps, Value Chain, Porter’s Five Forces, Porter’s Generic Strategies and Roger’s Cascading Choices framework. To this list of analysis tools we may add strategic implementation tools such as the 7-S Model: Strategy, Structure, Systems, Style/Culture, Staff, Skills (core competencies), and Shared Values (vision/mission). Aside from these more-academic approaches, Angels often use popular business books to provide insightful lenses. Crossing the Chasm (Moore) and Inside the Tornado (Moore) are part of the common vernacular, and Blue Ocean Strategy (Kim) gives us tools like the Strategy Canvas, Four Actions Framework, Pioneer Migrator Settler Map, and Buyer Utility Map.
Technology Adoption Life Cycle
Paradigm Shock
Application Breakthrough
Niche Market Adoption
Mass Market Adoption
After Market Development
The Chasm
Main Street
Early Market
Tornado
Prototypes
The Bowling Alley
End of Life
Pure Science
2% 14%
34%
34%
16%
Innovators (Technology Enthusiasts)
Early Adopters (Visionaries)
Early Majority (Pragmatists)
Late Majority (Conservatives)
Laggards (Skeptics)
100%
0%
Time
Source: Geoffrey Moore , Inside the Tornado
The Bowling Alley
Critical Success Factors
Niche-based adoption through the bowling pin model
Segment 3 Application 1
Segment 2 Application 2
Segment 1 Application 3
Product Leadership
Bowling Alley
Tornado
Segment 1 Application 2
Segment 2 Application 1
Product Development New applications leveraging existing customer relations
Market Development New segments leveraging existing applications
Customer Intimacy
Operational Excellence
Main Street
Segment 1 Application 1
Market Entry
Source: Geoffrey Moore , Inside the Tornado
54 A Practical Guide to Angel Investing: How to Achieve Good Returns
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