Dan Olsen's case study of UberCab's original Series A pitch deck, which positioned the product as: faster and cheaper than a limo, but nicer and safer than a taxi. That's outperforming on three separate dimensions simultaneously — rare against the Product Strategy Grid pattern, where a team can usually only defend one performance dimension.
Olsen attributes the rarity to context rather than exceptional execution: Uber was disrupting a monopolistic, customer-value-decoupled taxi/limo industry, using mobile + GPS technology neither incumbent had, which opened multiple dimensions at once instead of the usual one. Compare Instagram's 2010 Strategy (Performance + Delighter Case Study), where the win is a single performance dimension plus one delighter.
Uber's early benefits slide followed a deliberate structure: two problem-space bullets about cabs, two about limos, then a single synthesizing comparative line — 'faster and cheaper than a limo, but nicer and safer than a taxi cab.' Olsen notes he only noticed the pattern after presenting the slide many times; it's a reusable structure (pair-of-problems per competitor, then one line synthesizing the comparative wins) rather than an ad hoc list. See Problem Space vs. Solution Space for the phrasing rule behind the comparative line. Reconstructed via the Product Archaeologist Method.