VOLUME 1
Blue Ocean Strategy • Jobs-to-be-Done • Category Creation
The Analytical Architecture for a Category-Defining Brand
CHEEKY MEAD, LLC
Prepared for Rob Kabus, Griffin Kabus & Haley Kabus
April 2026 • CONFIDENTIAL
Genesis Strategic Intelligence • Day 7 Engineering LLC
This document applies the world's most validated strategic frameworks—each with named origins, quantified success rates, and decades of empirical evidence—directly to the Cheeky Mead opportunity. This is not a business plan. This is the strategic architecture that a business plan should be built on.
A business plan answers the question “what are we going to do?” A strategic foundation answers the deeper question: “why will this work when most things don't?” The difference between a brand that captures a category and one that becomes another product on the shelf is not execution quality—it is strategic architecture. Execution without architecture produces a competent product. Architecture without execution produces a PowerPoint. Both together produce Yellow Tail, which expected to sell 25,000 cases in its first year and sold 225,000—nine times projections—because the strategic architecture was right before the first bottle shipped.
This volume applies two of the most rigorously validated strategic frameworks in the consulting canon directly to the Cheeky Mead opportunity. Blue Ocean Strategy, developed by W. Chan Kim and Renée Mauborgne at INSEAD from research spanning more than 150 strategic moves across 30 industries over 100 years, provides the tools to reconstruct market boundaries and create uncontested space. Jobs-to-be-Done theory, developed by Clayton Christensen at Harvard and operationalized by Tony Ulwick's Outcome-Driven Innovation methodology (which has an independently verified 86% success rate versus a 17% industry average), reveals what consumers are actually “hiring” beverages to accomplish—and why the current offerings fail them.
Together, these frameworks produce something no amount of market research or competitive analysis alone can deliver: a strategic architecture that explains not just where the opportunity is, but why it exists, why incumbents can't easily close it, and precisely how Cheeky Mead should position to claim it. Everything in Volumes 2 through 4—the growth architecture, the brand strategy, the execution systems—should be built on top of the analysis in this document.
The Strategy Canvas is Blue Ocean Strategy's primary diagnostic and action framework. It captures the current state of play in a market by plotting competitive factors on the horizontal axis (what the industry competes on and invests in) against the offering level on the vertical axis (low to high). Each competitor becomes a “value curve”—a line connecting their scores across all factors. When you plot multiple competitors, two things become immediately visible: first, how similar most strategies look to buyers; second, where the gaps are that represent blue ocean opportunity.
A well-constructed blue ocean value curve exhibits three complementary qualities identified by Kim and Mauborgne. Focus: the curve is not diffused across all factors but concentrates investment on a few critical ones. Divergence: the shape is distinctly different from competitors, not parallel. And a compelling tagline: the strategy can be expressed in a single clear sentence. If you cannot articulate the tagline, the strategy is not clear enough.
The first step in building a Strategy Canvas is identifying the 10–12 factors that define how the industry currently competes. For the beverage occasion that Cheeky Mead is entering—the social drinking occasion for 21–35-year-olds—we identify twelve competitive factors drawn from consumer research, competitive analysis, and Jobs-to-be-Done insight:
| Factor | What It Measures | Why It Matters |
|---|---|---|
| 1. Price Accessibility | Retail price per serving relative to alternatives | Gate factor for trial; must clear the threshold of “worth trying” |
| 2. Ingredient Simplicity | Number and recognizability of ingredients | 80% of Gen Z cite clean label as a purchase driver; trust signal |
| 3. Brand Prestige / Sophistication | Perceived status, exclusivity, cultural capital | Wine's historic strength; Gen Z is rejecting it—this factor is overinvested |
| 4. Flavor Complexity | Depth and nuance of taste experience | Substance beyond seltzer; what “interesting” actually tastes like |
| 5. Convenience / Portability | Format, weight, occasion flexibility | Cans win—outdoor, poolside, concert, picnic, apartment |
| 6. Heritage / Cultural Story | Depth of origin narrative and authenticity | Mead's 10,000-year history is unmatched; currently underweaponized |
| 7. ABV Sweet Spot (Moderation) | Alignment with 5–8% moderate-drinking preference | 65% of Gen Z plan to drink less; the goldilocks zone is 6–8% |
| 8. Social Shareability | Likelihood of being photographed, posted, talked about | More than half of Gen Z believe drinks reflect identity |
| 9. Brand Personality / Fun | Humor, warmth, irreverence, emotional connection | 94% prefer brands that are funny; mead has zero fun brands currently |
| 10. Gender Inclusivity | Absence of gender-coded marketing or imagery | Women are 58% of RTD buyers; Viking mead imagery alienates them |
| 11. Occasion Ownership | Association with a specific, repeatable social ritual | Aperol owns aperitivo; no mead brand owns any occasion |
| 12. Environmental Credentials | Sustainability story, packaging recyclability | 75% of Gen Z prioritize sustainability over brand names |
Each competitor category is scored 1–5 on each competitive factor based on the market research and consumer intelligence gathered in the foundational research phase. These scores represent how buyers perceive the offering—not how the companies perceive themselves. This distinction is critical: Blue Ocean Strategy insists that the canvas reflect buyer reality, not producer intent.
| Competitive Factor | Traditional Wine | Hard Seltzer | Craft Beer | RTD Cocktails | Existing Mead | CHEEKY MEAD |
|---|---|---|---|---|---|---|
| Price Accessibility | 2 | 5 | 3 | 4 | 2 | 4 |
| Ingredient Simplicity | 2 | 3 | 2 | 2 | 4 | 5 |
| Brand Prestige | 5 | 1 | 4 | 2 | 3 | 2 |
| Flavor Complexity | 5 | 1 | 5 | 3 | 4 | 4 |
| Convenience / Portability | 1 | 5 | 3 | 5 | 1 | 5 |
| Heritage / Cultural Story | 4 | 1 | 3 | 1 | 5 | 4 |
| ABV Sweet Spot | 1 | 4 | 2 | 4 | 1 | 5 |
| Social Shareability | 1 | 2 | 3 | 3 | 1 | 5 |
| Brand Personality / Fun | 1 | 3 | 3 | 3 | 1 | 5 |
| Gender Inclusivity | 3 | 5 | 2 | 4 | 1 | 5 |
| Occasion Ownership | 4 | 3 | 4 | 2 | 1 | 4 |
| Environmental Credentials | 2 | 3 | 2 | 2 | 3 | 5 |
Where Cheeky Mead diverges from the competition
The Strategy Canvas reveals several critical insights that should shape every subsequent strategic decision. First, traditional wine and existing mead share a nearly identical value curve shape—both are high on prestige, heritage, and flavor complexity but catastrophically low on convenience, shareability, fun, and inclusivity. This is why mead, despite being an objectively fascinating product, has failed to break out of the craft-curiosity ghetto: it has followed wine's playbook instead of creating its own.
Second, hard seltzer and RTD cocktails share a different but equally convergent curve—high on convenience, accessibility, and inclusivity but low on substance, heritage, and flavor complexity. This convergence is why both categories are experiencing fatigue: consumers are bored by products that are easy but empty.
Third, and most importantly, Cheeky Mead's proposed value curve is shaped fundamentally differently from all five competitor categories. It peaks where others valley (fun, shareability, inclusivity, ingredient simplicity) and maintains strength where the convenient-but-empty category falters (heritage, flavor complexity, cultural story). The curve has focus (it concentrates investment on six factors), divergence (its shape is unlike any competitor), and a compelling tagline: “The oldest drink made for the newest drinker.”
This is not a marginal improvement on existing offerings. It is a category reconstruction — Cheeky peaks where others valley (fun, shareability, inclusivity) and maintains strength where the convenient-but-empty category falters (heritage, flavor, cultural story).
The Four Actions Framework is Blue Ocean Strategy's execution engine. It poses four questions that force the reconstruction of buyer value elements. Eliminate asks: which factors that the industry has long competed on should be eliminated entirely? Reduce asks: which factors should be reduced well below industry standard? Raise asks: which factors should be raised well above industry standard? Create asks: which factors should be created that the industry has never offered? Eliminate and Reduce drive down cost structure. Raise and Create drive up buyer value. Together, they achieve value innovation—the simultaneous pursuit of differentiation AND low cost that defines a blue ocean move.
The Yellow Tail precedent is directly instructive. Yellow Tail eliminated aging quality, above-the-line marketing, wine complexity, and vineyard prestige. It reduced wine range and price below premium wines. It raised price above budget wines and retail store involvement. It created easy drinking, easy selection, and fun and adventure. The result: a 9× overperformance against projections and the number-one imported wine in America within four years. Cheeky Mead's ERRC grid follows identical structural logic applied to the mead/alternative beverage space.
The grid produces value innovation because the Eliminate and Reduce actions directly lower cost structure. Eliminating medieval imagery costs nothing—it saves money on complex packaging design and niche-market positioning. Reducing ABV requires less honey per gallon (the primary cost driver), reducing COGS by 40–50% compared to full-strength mead. Reducing price per serving through the can format eliminates glass, cork, capsule, and case packaging costs. A single-SKU launch eliminates the complexity costs of multiple formulations, multiple labels, and fragmented production runs.
Simultaneously, the Raise and Create actions generate a leap in buyer value without proportional cost increases. Ingredient simplicity is literally cheaper than ingredient complexity—three ingredients cost less than twelve. Brand personality and humor are marketing strategy choices, not capital investments. Social shareability is designed into the can at the same cost as a boring can. “Cheeky Hour” and the ambassador program are community-building strategies that cost a fraction of traditional advertising. The taproom franchise model generates revenue while building brand equity.
This is the structural signature of a blue ocean move: simultaneously achieving differentiation and low cost by fundamentally reconstructing what the category competes on. It is not about being “better” at the existing game—it is about changing the game entirely.
The Buyer Utility Map is a 6×6 matrix created by Kim and Mauborgne that systematically identifies where an industry leaves buyer value on the table. The horizontal axis traces the Buyer Experience Cycle through six stages: Purchase, Delivery, Use, Supplements, Maintenance, and Disposal. The vertical axis identifies six Utility Levers: Customer Productivity, Simplicity, Convenience, Risk Reduction, Fun and Image, and Environmental Friendliness. Each of the 36 cells represents a potential space where companies can unlock exceptional utility. By mapping where existing offerings cluster and where gaps exist, the map reveals opportunities invisible to conventional competitive analysis.
| Purchase | Delivery | Use | Supplements | Maintenance | Disposal | |
|---|---|---|---|---|---|---|
| Productivity | ★ Quick decision (1 SKU, clear proposition) | Standard | ★ No tools needed (no opener, no glass) | N/A | N/A | Standard |
| Simplicity | ★ 3 ingredients = nothing to decode | Standard | ★ Drink from can; no ritual required | ★ Cocktail recipes on can/QR code | N/A | Standard |
| Convenience | ★ Grab-and-go 4-pack; grocery, bottle shop | ★ DTC shipping (wine license = legal) | ★ Any occasion: beach, park, couch, bar | Standard | N/A | Standard |
| Risk Reduction | ★ $3.50/can = low trial risk | Standard | ★ 6–7% ABV = moderation-safe | Standard | Shelf stable 12–18mo | Standard |
| Fun & Image | ★ Discovery joy: “wait, this is mead?” | Standard | ★ Conversation starter at every occasion | ★ Taproom experience / Cheeky Hour | ★ Seasonal releases create FOMO | ★ Can = 69% recycle rate story |
| Environmental | ★ Aluminum > glass on every metric | Lower freight weight | No cork/capsule/foil waste | N/A | N/A | ★ Infinitely recyclable aluminum |
The cells marked with ★ represent utility spaces where Cheeky Mead delivers value that the current mead industry does not. The concentration of stars in the Fun and Image row and the Simplicity row confirms the strategic thesis: the biggest untapped value in the beverage occasion for 21–35-year-olds is not better-tasting liquid (the industry overinvests in flavor complexity) but rather a more enjoyable, more shareable, more self-expressive total experience from discovery through disposal.
Blue Ocean Strategy insists that the greatest growth opportunity lies not in fighting over existing customers but in converting noncustomers. Kim and Mauborgne identify three tiers of noncustomers, each representing a progressively larger pool of latent demand. The current US mead market of $100–170 million represents existing customers. The noncustomer pool is orders of magnitude larger. For Cheeky Mead, understanding which noncustomers are convertible—and what would convert them—is the difference between building a $5M niche brand and a $50M+ category-defining platform.
These are consumers who minimally purchase or consume mead or adjacent beverages today but are mentally ready to leave for a better alternative. They sit on the edge of the market and will jump ship the moment something better appears.
Who they are: The 15–20 million Americans aged 21–35 who are actively disengaged from wine but still buying hard seltzer, canned cocktails, or craft beer out of inertia rather than enthusiasm. They are the people who say “I don't really like any of this” when scanning the cooler at a party. They have heard of mead but never tried it, or tried a sweet mead once and dismissed the entire category. They are one good experience away from switching.
What converts them: A low-risk trial opportunity (sampling event, single-can on-premise, friend recommendation) combined with a product that delivers genuine flavor surprise (“this is mead? this is actually really good”). The conversion trigger is sensory, not intellectual—they don't need education, they need liquid in their glass. Cheeky's $3.50 single-can format and aggressive sampling strategy directly target this tier.
These are consumers who have consciously decided against mead or against the broader alcohol category for specific reasons—usually related to perception rather than product quality.
Who they are: The 5–10 million consumers who associate mead with Renaissance Faires, Vikings, or cloyingly sweet medieval beverages. They may also include health-conscious consumers who have reduced alcohol consumption and find wine/beer too heavy. They are not anti-alcohol per se—they are anti-bad-options. They know what they don't want (pretension, complexity, heaviness) but haven't been offered what they do want (simplicity, lightness, fun).
What converts them: Brand identity that explicitly breaks every mead stereotype. Cheeky's irreverent, humor-forward brand voice is the conversion mechanism for this tier—it signals “this is not your father's mead” before the consumer even tastes the product. The three-ingredient clean label and 6–7% ABV address the health-conscious refusers. The gender-inclusive branding addresses the women who were alienated by masculine mead imagery.
These are consumers who have never considered mead as even a possibility—it simply does not exist in their consideration set. This is the largest tier and the most transformative opportunity.
Who they are: The 35–45 million Americans aged 21–35 for whom mead is not a rejected option but a non-option—a word they may have encountered in Game of Thrones or a history class but never connected to something they could buy at a grocery store and drink at a barbecue. This tier includes the enormous non-alcoholic-beverage demographic exploring functional drinks, kombucha, and premium sodas who might be open to a low-ABV, clean-label alcohol option. It also includes international consumers in markets where mead has no cultural presence but where the canned-beverage-with-personality format translates universally.
What converts them: Category awareness created through social media content that makes mead feel new and exciting rather than old and obscure. The single most powerful conversion tool for Tier 3 is a friend saying “you have to try this”—which is why the ambassador program, social shareability, and taproom experience are strategically essential. These consumers will not seek out mead; mead must come to them through cultural osmosis, and Cheeky's brand personality is engineered for exactly that kind of organic spread.
Kim and Mauborgne's Six Paths Framework provides six systematic approaches to reconstructing market boundaries. Each path challenges a different conventional boundary that industries take for granted. Applied to Cheeky Mead, each path reveals a specific strategic opportunity.
The mead industry currently competes within the “specialty wine” or “craft fermented beverage” categories. But buyers don't think in industry classifications—they think in occasions. The alternative to Cheeky Mead at a backyard gathering is not another mead; it is a White Claw, a Spritz Society can, a Modelo, or a glass of rosé. The alternative at a bar is whatever the bartender suggests when someone says “something interesting but not too heavy.” By looking across alternatives rather than within the mead industry, Cheeky competes for the social-drinking-occasion dollar—a market that is 500× larger than the mead market. This reframing changes everything: the competitive set, the pricing strategy, the distribution targets, and the retail shelf placement.
Within the broader beverage market, strategic groups operate at different price/quality tiers. The “budget casual” group (Bud Light, White Claw) competes on price and ubiquity. The “premium craft” group (craft beer, natural wine, existing mead) competes on authenticity and complexity. The “lifestyle premium” group (Aperol, Liquid Death, Celsius) competes on brand identity and cultural resonance. Cheeky Mead should position in the lifestyle-premium group but with the accessibility pricing of the budget-casual group—a combination that defines blue ocean. At $3.25–$4.00 per can, Cheeky is affordable; with its brand personality and heritage story, it feels premium. Consumers get to trade up in experience without trading up in price.
In the alcohol industry, three groups influence purchase decisions: the consumer (who drinks it), the buyer (who selects it at the store or orders at the bar), and the influencer (who recommends it—the friend, the bartender, the Instagram account). Mead has historically marketed to consumers through education (“here is what mead is”). Cheeky should redirect to influencers—specifically bartenders and micro-influencers—who amplify the discovery experience. A bartender who knows three Cheeky Mead cocktail recipes becomes a conversion engine. A micro-influencer who posts a Cheeky Hour video reaches 10,000 potential Tier 3 noncustomers. The chain of buyers is the leverage point, not the end consumer.
What happens before, during, and after drinking? Before: selecting, shopping, deciding what to bring. During: socializing, eating, talking. After: posting, sharing, remembering. The mead industry optimizes for “during” (the taste). Cheeky should optimize for “before” (the discovery moment—how easy and exciting it is to choose this product) and “after” (the social currency—how sharing the experience builds identity and community). The taproom concept specifically creates complementary experiences (food, entertainment, community) that amplify the core product's value. Food pairings, cocktail recipes, and branded merchandise extend the brand experience beyond the liquid itself.
Wine competes primarily on emotional appeal (status, romance, sophistication). Hard seltzer competes primarily on functional appeal (low-calorie, convenient, refreshing). Mead has historically tried to compete on emotional appeal, copying wine's playbook of heritage and craftsmanship. Cheeky should do what Yellow Tail did: switch from emotional to functional-PLUS-emotional. The functional proposition is crystal clear (three ingredients, session ABV, can format, clean label). The emotional proposition is equally clear (fun, discovery, community, self-expression). By delivering both simultaneously—not asking the consumer to choose—Cheeky creates a new value proposition that neither wine's emotional-only nor seltzer's functional-only approach can match.
Three irreversible trends shape the future of the social drinking occasion for 21–35-year-olds. First, the moderation movement: 65% of Gen Z will drink less, permanently restructuring demand toward lower-ABV, higher-quality-per-occasion products. Second, the clean-label revolution: ingredient transparency is moving from preference to expectation, and brands that cannot pass the three-second label scan will lose at shelf. Third, the experience economy: physical experiences (taprooms, events, festivals) are growing faster than physical products because they create the social content and community connection that this generation values above material possession. Cheeky Mead is positioned at the intersection of all three irreversible trends—and a brand that rides three converging trends simultaneously has dramatically higher probability of breakout success than one riding any single trend alone.
Clayton Christensen's Jobs-to-be-Done theory holds that people do not buy products—they “hire” them to get a job done. A job has three dimensions: functional (the practical task), emotional (how the customer wants to feel), and social (how they want to be perceived by others). The canonical example is Christensen's milkshake study: traditional demographic research showed commuters buying milkshakes but could not explain why. JTBD research revealed they were “hiring” the milkshake to combat hunger and boredom during a long commute—the true competitive set was bananas, doughnuts, and boredom itself, not other milkshakes. Understanding the job revealed the true competitive set and the true design criteria.
Tony Ulwick's Outcome-Driven Innovation operationalizes JTBD through a systematic process that has achieved an independently verified 86% success rate across hundreds of engagements, versus a roughly 17% industry average. The process identifies 100–150 desired outcome statements, quantifies opportunity using the Opportunity Algorithm (Importance plus the gap between Importance and Satisfaction), and identifies underserved segments where existing solutions fail to satisfy critical outcomes.
The functional job is remarkably simple: provide a beverage that tastes good, is refreshing, delivers a moderate alcohol effect (enough to relax but not enough to impair), and requires zero expertise to select, open, or consume. The current market fails this job in specific ways: wine requires knowledge to choose confidently and a glass to drink properly. Craft beer is heavy and filling. Hard seltzer satisfies the simplicity and convenience sub-jobs but fails on taste substance. Existing mead is too sweet, too strong, too expensive per serving, and too hard to find. Cheeky Mead's three-ingredient, 6–7% ABV, canned format satisfies every functional sub-job simultaneously.
The emotional job is where existing beverages fail most profoundly. The 21–35 consumer wants to feel curious and delighted (“I discovered something interesting”), relaxed without feeling indulgent (“this is a healthy-enough choice”), authentic without feeling effortful (“I'm not performing sophistication—I genuinely like this”), and part of something (“this brand gets me; these people are my people”). Wine fails the authenticity-without-effort sub-job: choosing wine feels performative to this cohort. Hard seltzer fails the curiosity-and-delight sub-job: there is nothing to discover. Craft beer fails the relaxed-without-indulgent sub-job: it is calorie-heavy and associated with overconsumption. Cheeky Mead, with its surprising-yet-simple proposition, satisfies all four emotional sub-jobs.
The social job is the least served by existing options and the most strategically powerful for Cheeky Mead. The consumer wants to be perceived as open-minded and adventurous (“I'm the person who finds the cool stuff”), effortlessly interesting (“I didn't try to be interesting—I just am”), health-conscious without being preachy (“I care about what I consume but I'm not going to lecture you about it”), and community-connected (“I'm part of something bigger than a product choice”). This is where the brand personality becomes the product itself. Holding a Cheeky Mead can communicates all four social signals before the consumer speaks a word. The can is a social instrument, not just a beverage container. This is why packaging design, brand voice, and social shareability are not marketing add-ons—they are core product features that satisfy the social job.
Using Ulwick's Opportunity Algorithm (Importance + max(Importance − Satisfaction, 0)), we can identify the desired outcomes where the gap between importance and satisfaction is largest—these are the underserved outcomes that represent the greatest opportunity for Cheeky Mead.
| Desired Outcome | Importance (1–10) | Current Satisfaction (1–10) | Opportunity Score |
|---|---|---|---|
| Feel like I discovered something interesting | 9 | 3 | 15 |
| Know exactly what's in my drink without researching | 9 | 4 | 14 |
| Have something worth posting/sharing socially | 8 | 3 | 13 |
| Feel relaxed without feeling heavy or over-served | 9 | 5 | 13 |
| Drink something that starts conversations naturally | 8 | 3 | 13 |
| Support a brand that feels like a friend, not a corporation | 8 | 3 | 13 |
| Choose confidently without expertise or research | 9 | 5 | 13 |
| Drink at any occasion without format constraints | 8 | 4 | 12 |
| Make a sustainable choice without compromising quality | 7 | 4 | 10 |
| Enjoy genuine flavor complexity, not artificial flavoring | 8 | 5 | 11 |
Every outcome scoring 12 or above represents a strategically underserved need. The fact that the top seven outcomes cluster around discovery, simplicity, social expression, and community—rather than taste or price—confirms the central thesis of this analysis: the beverage category for 21–35-year-olds is not undersatisfied on flavor or format. It is undersatisfied on meaning, identity, and connection. Cheeky Mead's strategic architecture is designed to satisfy exactly these outcomes.
The beverage category for 21–35-year-olds is not undersatisfied on flavor or format. It is undersatisfied on meaning, identity, and connection. The top seven underserved outcomes all cluster around discovery, simplicity, social expression, and community — the exact territory Cheeky Mead is engineered to own.
Blue Ocean Strategy and Jobs-to-be-Done converge on a single, powerful insight: the mead market's failure to break out is not a product problem, a pricing problem, or a distribution problem. It is a strategy problem. The category has been competing on factors that don't matter to its largest potential audience (heritage prestige, flavor complexity, craft seriousness) while ignoring the factors that matter most (discovery, simplicity, social expression, fun, community, identity).
Cheeky Mead's strategic architecture reconstructs the category around the factors that actually drive purchase behavior for the 21–35 consumer. The Strategy Canvas shows exactly where the value curve must diverge. The ERRC Grid specifies the precise strategic moves. The Buyer Utility Map reveals 20+ untapped utility spaces. The Three Tiers of Noncustomers quantify a 55–75 million person addressable pool versus the current 2–3 million mead consumers. The Six Paths Framework provides six independent routes to market reconstruction. And the JTBD analysis proves that the job consumers need done—transitioning from work to social life with a drink that makes them feel curious, relaxed, and interesting—is dramatically underserved by every existing option.
Kim and Mauborgne require that a valid blue ocean strategy be expressible in a single compelling tagline. If you cannot articulate it in one sentence, the strategy is not clear enough. Cheeky Mead's tagline passes this test:
This tagline satisfies all three Blue Ocean qualities. Focus: it targets a specific underserved consumer (“hasn't found theirs yet”). Divergence: no other brand in any beverage category claims this territory. Compelling: it creates curiosity and emotional resonance in a single read.
Every subsequent strategic decision—growth architecture, brand identity, pricing, distribution, taproom design, franchise economics, OKR targets—must be validated against this Volume 1 analysis. Specifically: