[MUSIC] So think about the markets that are out there in which social entrepreneurs operate. And you can think of them as having different sizes, small, medium, and large. And you can think about kind of a number of kind of other dimensions, the number of providers, the size of the opportunity, the size of the risk at hand, and the environmental stability of the market. And each of these dimensions has dimensions to it. Risks can range from high to low. Stability of the market can be from turbulent to very stable. The opportunity at hand can be small, or very, very important, and the number of providers can range greatly. You want to start to understand, what are the characteristics of this market? And I think as, initial kind of sketch of these four critical dimensions, and their dimensions, is not a bad starting point. Now, big questions, where do you fit in the market? How do you understand your place? Where are you going to kind of point to as saying, this is my particular distinctive advantage? And that’s going to come back to going to these three concepts of product, customer, geography. And being able to say, which one's matter, which ones are particularly distinctive to your organizations, and which ones are going to be the ones in which you're going to have some overlap, that you're going to have to differentiate on? So when it comes to differentiating, and explaining why you're better, why you're different, there are both internal and external ways you can make a differentiation argument. You can argue that the product or service that you're coming up with, is in fact going to be substantially bigger, better, lower cost, that it's going to have more potential for growth, you're going to have a different organizational delivery system. There are a whole set of internal criteria you could use to say, I'm different, I'm better. But there are also external criteria and you can say we're going to be different because we have a different reputation, a different position, a different geography which we're going to operate. So, think about differentiating both internally, around a set of criteria and externally around a different set of criteria. If you put those two together, you can start to make the case that you have some very important differences. So how do you go the next step? You take a step by starting to think about those three zones, and listing organizations who are out there. So when it comes to a similar product or service, start by jotting down two or three organizations that are doing the same type of service or producing the same type of product you're interested in. Then move on to the customer base and say, which other organizations are serving the particular people I want to go after? Then third, ask who's in my neighbourhood? Who's in my community? Who's in my region that I need to know about? And you start listing these organizations in this 3 columns and they'll start to give you an initial kind of list of who might be out there that might be relevant to consider. Why do you want to do all this? You want to do it because you want to avoid duplication of effort. You want to make the case that you've thought this thing through, and in fact there's a place for you in the market. Think about e-readers and tablets. There are so many out there, it's very hard to understand why we have as many as we do. You don't want to be in a position where you're one more product. Competing with no good reason for space in the market. You need to understand your exact position. So that brings me to a tool I'd like to see you execute. And that is, you take that list of those organizations that you think are in the same product geography and customer based, and you start to say, what are the fundamental key traits to these organizations that define who they are? And you build a table. I call this the competitive analysis matrix. On one side, you have a list of those organization that you want to benchmark against, across the top, you have the critical list of defining traits of these prize. It could be price, it could be quality of service, it could be followup support. It could be any number of different key traits. They're going to change. The traits that matter are going to vary from one service to another, from one product to another. But the key thing is to find those dimensions that really matter. And then say What are other people doing? What are they offering? And how is what I have to do here in this space different or better? And if you end up with a competitive analysis that shows that you have characteristics, you have dimensions to your product or service that are better, that are different, you're going to be able to make the case for your organization much more effectively. [SOUND]