Here you can assess the extent to which, in the business you are analyzing, your organization uses the essential principles of the DPV methodology for discovering and analyzing market insights, including the study and understanding of current and potential customers and other relevant entities in your chain, and including the study of current and potential competitors.

Value-Delivery Culture? -Question #1: Analysis of whole Value Delivery Chain?

(If your business has a relatively simple chain, where the immediate customer, to whom you sell your product/service, is also the final end-user of that product/service, then skip to Value-Delivery Culture? Question #3.)

In the DPV approach to gathering market insights, the organization continuously analyzes the whole Value Delivery Chain relevant to the business, in search of strategic insights. The entities analyzed include current and potential customers - immediate customers, their customers and so on, down to the last relevant level in the chain. They also include current/potential important suppliers, and various 'off-line entities' - those entities who do not actually buy or sell our product/service, but indirectly influence behavior and attitudes in our chain.

To what extent does this description accurately fit the business you are reviewing?

1	3	3	4	5
Not At All	To Minor Extent	To Some Extent	To Large Extent	To Very Great Extent	Don't Know

The business makes a determination of where the 'primary entities' are - the entities, in the chain, most important to the success of the business. These primary entities are often the end-users of the product/service offered by the business, or may be close to them. They often are not the immediate customer in the chain, who may directly buy the business' product/service. (This determination - who is the real 'primary entity?' - is periodically revisited as the organization learns more about the relevant chain.) Rather than mostly focusing on immediate customers, the organization deeply studies these primary entities, looking for insights into possible breakthrough-growth Value Propositions to them.

To what extent does this description accurately fit the business you are reviewing?

1	3	3	4	5
Not At All	To Minor Extent	To Some Extent	To Large Extent	To Very Great Extent	Don't Know

Value-Delivery Culture? - Question #3: Within end-user/primary entities, where (on whom) do we focus?

(If primary entities for this business are consumers, then skip Value-Delivery Culture? Question #3 and go to Value-Delivery Culture? Question #4.)

When interacting with primary entities/end-users which are organizations (i.e., not consumers), the organization does not stop at the purchasing function nor even at the buying-influencers, if these do not include the actual users of our product/service within this entity. We do interact with the buying functions, but our greater focus is on understanding, influencing, and ultimately delivering clearly superior value to the real users within the entity.

To what extent does this description accurately fit the business you are reviewing?

1	3	3	4	5
Not At All	To Minor Extent	To Some Extent	To Large Extent	To Very Great Extent	Don't Know

Value-Delivery Culture? - Question #4: How we study and analyze entities - Becoming the Customer?

When studying entities in the chain, especially the end-users/primary entities, whether these are businesses or consumers, the organization systematically becomes these customers. We explore and analyze what these entities are trying to do, what they actually do, why they do it, and with what consequences; quantitatively wherever possible and relevant. This is called observing and documenting 'Video One' in the DPV methodology. The organization thus identifies and analyzes what seems to be important, and all that appears to be suboptimal, including any opportunities missed by these customer-entities, in their Video One.

To what extent does this description accurately fit the business you are reviewing?

1	3	3	4	5
Not At All	To Minor Extent	To Some Extent	To Large Extent	To Very Great Extent	Don't Know

Value-Delivery Culture? - Question #5: How we study entities - Video Two and Resulting Experiences

Based on the above analyses, the organization creates a set of improved scenarios, 'Video Two's' in some selected future timeframe. Video Two's are designed to include very significant end-result improvements for these entities, without over-stretching what might be possible for the organization to deliver, even profitably, in the chosen timeframe. The organization thus identifies potentially valuable and economically feasible 'resulting experiences.' The organization has not focused on new ways to sell its product/service, nor asked customers to specify what they want. Rather, it has analyzed customers' current experiences, and creatively inferred a potentially more valuable scenario. (This also contrasts to the common inability to think much beyond our product features and attributes.)

To what extent does this description accurately fit the business you are reviewing?

1	3	3	4	5
Not At All	To Minor Extent	To Some Extent	To Large Extent	To Very Great Extent	Don't Know

Value-Delivery Culture? - Question #6: Identifying value, costs and feasibility of new Resulting Experiences

The organization strives to understand, as much as possible within time constraints, the potential economic value, to the customer entities, of each new resulting experience. Getting this right may entail quantitative market research and/or in-market testing. The organization also works to model and assess the likely cost and feasibility of actually delivering each of these experiences (bearing in mind that many important aspects of delivering these experiences can, in many cases, be performed by the whole chain, not by our organization alone).

To what extent does this description accurately fit the business you are reviewing?

1	3	3	4	5
Not At All	To Minor Extent	To Some Extent	To Large Extent	To Very Great Extent	Don't Know

Value-Delivery Culture? - Question #7: Value-delivery-driven competitive analysis?

The organization analyzes competitors by first defining experiences that customers would potentially value, then estimating how well competition does/could deliver these. 'Competitors' include players making similar products/services to ours, but also potential players, inside the industry and out, assuming both conventional and outside-the-box technologies and tactics - whatever could most effectively deliver experiences identified above. This value-delivery-driven competitive analysis contrasts to more conventional approaches which start with competitors, asking what they do vs. what we do, without the right context - what customers would most value.

To what extent does this description accurately fit the business you are reviewing?

1	3	3	4	5
Not At All	To Minor Extent	To Some Extent	To Large Extent	To Very Great Extent	Don't Know