Strategic Context Mapping
Where do we compete, against whom, and what forces are at play?
M1–M10 parameters that inform Archetype Selection in Step 2
Activities
| # | Activity |
|---|---|
| 1 | Map Market DNA: M1 (Market Definition), M2 (Key Expected Benefits — functional, emotional, sustainable, strategic), M3 (Growth Curve), M4 (Economic Value), M5 (Market Sizing — TAM/SAM) |
| 2 | Map Competitive Position: M6 (Competitors), M7 (Price Per Unit), M8 (Perceived Price, scored −12 to +12), M9 (Perceived Benefits, scored −12 to +12) |
| 3 | Assess External Forces: M10 (regulatory, technological, economic, social, environmental factors classified as Accelerators or Brakes) |
| 4 | Plot the Value Map — position yourself and each competitor on the M8 (Perceived Price) × M9 (Perceived Benefits) axes and name each entity's zone (3 × 3 grid, thresholds at −4 and +4) |
| 5 | Confirm the M3 + M4 combination that will feed Archetype Selection in Step 2 |
M3 and M4, the two inputs of the posture
Critical rule: Classify the category, not the company. A growing company in a declining category is in a declining category. A struggling company in a growing category is in a growing category. The archetype matrix uses category lifecycle, not company performance.
Diagnostic signal: price umbrella. When the category leader is holding price discipline and competitors are following, the category is typically in Growth or Maturity. When discounting is widespread and price discipline is breaking down, the category is in Decline.
Critical rule: Classify by purchase logic, not by what you sell. A premium hand-bag company sells a Product (in the Commodity / Product / Service / Experience taxonomy), but a luxury hospitality company that sells the same hand-bag as part of a five-star stay sells an Experience.
The switching test. If the customer can switch suppliers at zero cost and zero learning curve, the offering is closer to Commodity. If switching requires substantial relearning or relationship rebuild, the offering is closer to Service or Experience.
Overestimation warning. Most companies overestimate where they sit on the Commodity → Experience axis. The default assumption should be Product, with Service and Experience reserved for cases where evidence specifically supports them.
If M10's overall Disruption Level is High, this overrides archetype selection in Step 2 to mandate Pivot Pioneer (A5) regardless of M3/M4 combination. The override reflects the strategic reality: high external disruption requires a pivot posture, not the posture the M3/M4/Revenue-Lever matrix would otherwise produce.