how to create compelling value propositions that turns prospects into customers
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Alex Osterwalder, Co-Founder strategyzer.com
How to Create Compelling Value Propositions That Turn Prospects into Customers October 2014 Presentation
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@ThueLMadsen #KISSwebinar
Join the conversation on Twi!er
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Alexander Osterwalder - Strategyzer.com - @alexosterwalder
Alex is an entrepreneur, speaker and business model innovator. Together with Professor Yves Pigneur he invented the Business Model Canvas, a practical tool to visualize, challenge and (re-) invent business models. The Canvas is used by leading organizations around the world, like GE, P&G, Ericsson, and 3M.
Alex is a frequent keynote speaker and has held guest lectures in top universities around the world, including Stanford, Berkeley, MIT, IESE and IMD.
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@AlexOsterwalder #KISSwebinar
Join Alex on Twi!er
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WATCH WEBINAR RECORDING NOW
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10m or 1b+
search execution
design testing
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products& Services
CustomerJob(s)
The Value Proposition Canvas
Value Proposition Customer Segment
strategyzer.comThe makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products& Services
CustomerJob(s)
The Value Proposition Canvas
Value Proposition Customer Segment
strategyzer.comThe makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products& Services
CustomerJob(s)
The Value Proposition Canvas
Value Proposition Customer Segment
strategyzer.comThe makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products& Services
CustomerJob(s)
The Value Proposition Canvas
Value Proposition Customer Segment
strategyzer.comThe makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products& Services
CustomerJob(s)
The Value Proposition Canvas
Value Proposition Customer Segment
strategyzer.comThe makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products& Services
CustomerJob(s)
The Value Proposition Canvas
Value Proposition Customer Segment
strategyzer.comThe makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
[Source: design squiggle adapted from Damien Newman, Central]
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6
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4y+4y+5y=13y
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zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
customers want and then keeping them aligned with whcustomers want in Post-Search.
Value Proposition Design shows you how to use the VProposition Canvas to Design and Test great value propositions in an iterative search for what customers want. Vproposition design is a never-ending process in which need to Evolve your value proposition(s) constantly to keep it relevant to customers.
Manage the messy and non-linear process of value proposition design and reduce risk by systematically applying adequate tools and processes.
Progress
1 2 3
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canvas
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11.0 Context
1.1 Customer Profile
1.2 Value Map
1.4 Fit
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1.0 Context: Business Model Canvas
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The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
tells the story of how you create, deliver,
and capture value (for your organization)
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The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
-
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
-
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
-
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
-
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
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OutcomeIf a Pain reliever or Gain creator doesn't Fit anything, it may not be creating customer value. Don't worry if not all pains/gains are checked you can't satisfy them all. Ask yourself, how well does your Value Proposi-tion really fit your Customer?
71
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
zooming into the value proposition
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describes the benefits customers canexpectfrom your products and services
A VALUE PROPOSITION
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The set of value proposition benefits that you design to attract customers.
Create ObserveThe set of customer characteristics that you assume, observe, and verify in the market.
Fit
3130
CO
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OutcomeIf a Pain reliever or Gain creator doesn't Fit anything, it may not be creating customer value. Don't worry if not all pains/gains are checked you can't satisfy them all. Ask yourself, how well does your Value Proposi-tion really fit your Customer?
71
customer profilevalue map
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onealt.onealtCustomerProfile
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customer jobs
what customers are trying to get done in their work and in their lives
task to perform, problem to solve, needs to satisfy
Job contextCustomer jobs often depend on the specific
context in which they are performed. The context
may impose certain constraints or limitations. For
example, calling somebody on the y is different
when you are traveling on the train or when you
are driving a car. Or, going to the movies with your
kids is different than going with your partner.
* The jobs-to-be-done concept was invented, refined, and popu-larized by two consulting companies, Innosight and Strategyn.
+
-
important
insignificant
Job importanceIt is important to acknowledge that
not all jobs have the same impor-
tance to your customer. Some are
important in a customers work or
life because, for example, fail-
ing to get them done could have
signicant ramications. Some are
insignicant because the customer cares about
other things more. Sometimes a customer might
nd a job important because it occurs frequently
or because its bad or desired outcome can be
felt or experienced immediately. Customers
often, but not always perceive jobs as important
when the failure to get them done has signicant
consequences.
37
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Jobs-to-be-done offers a clear way to innovate Clay Christensen, HBS
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The focus should be on what jobs customers are trying to get done. Tony Ulwick, Founder Strategyn
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Job contextCustomer jobs often depend on the specific
context in which they are performed. The context
may impose certain constraints or limitations. For
example, calling somebody on the y is different
when you are traveling on the train or when you
are driving a car. Or, going to the movies with your
kids is different than going with your partner.
* The jobs-to-be-done concept was invented, refined, and popu-larized by two consulting companies, Innosight and Strategyn.
+
-
important
insignificant
Job importanceIt is important to acknowledge that
not all jobs have the same impor-
tance to your customer. Some are
important in a customers work or
life because, for example, fail-
ing to get them done could have
signicant ramications. Some are
insignicant because the customer cares about
other things more. Sometimes a customer might
nd a job important because it occurs frequently
or because its bad or desired outcome can be
felt or experienced immediately. Customers
often, but not always perceive jobs as important
when the failure to get them done has signicant
consequences.
37
What are the jobs-to-be-done of a potential Tesla buyer?
personal mobility
be different from others
occasional long dist.
trip
convey an image of success
commute to work
in sync with personal values
Upper Middle Class Male $100k+ Income
-
The following list of trigger questions can help you think of different potential customer pains:
What does your customer find too costly? E.g. does it take them a lot of time, cost them too
much money, or require substantial efforts?
What makes your customer feel bad? E.g. what are their frustrations, annoyances, or the things
that give them a headache?
How are current solutions underperforming for your customer? E.g. which features are they
missing, are there performance issues that
annoy them, or malfunctions they mention?
What are the main difficulties and challenges your customers encounter? E.g. do they under-
stand how things work, do they have difficulties
getting certain things done, or do they resist
certain jobs for specific reasons?
What negative social consequences do your customers encounter or fear? E.g. Are they
afraid of a loss of face, power, trust, or status.
What risks do your customers fear? E.g. Are they afraid of financial, social, or technical risks,
or are they asking themselves what could go
awfully wrong?
Whats keeping your customers awake at night? E.g. What are their big issues, concerns, and
worries?
What common mistakes do your customers make? E.g. Are they using a solution the wrong
way?
What barriers are keeping your customers from adopting a solution? E.g. Are there upfront
investment costs, a steep learning curve, or are
their other obstacles preventing adoption?
Link to these trigger questions online: 39
customer pains
describe bad outcomes, risks, and obstacles related to customer jobs
-
The following list of trigger questions can help you think of different potential customer pains:
What does your customer find too costly? E.g. does it take them a lot of time, cost them too
much money, or require substantial efforts?
What makes your customer feel bad? E.g. what are their frustrations, annoyances, or the things
that give them a headache?
How are current solutions underperforming for your customer? E.g. which features are they
missing, are there performance issues that
annoy them, or malfunctions they mention?
What are the main difficulties and challenges your customers encounter? E.g. do they under-
stand how things work, do they have difficulties
getting certain things done, or do they resist
certain jobs for specific reasons?
What negative social consequences do your customers encounter or fear? E.g. Are they
afraid of a loss of face, power, trust, or status.
What risks do your customers fear? E.g. Are they afraid of financial, social, or technical risks,
or are they asking themselves what could go
awfully wrong?
Whats keeping your customers awake at night? E.g. What are their big issues, concerns, and
worries?
What common mistakes do your customers make? E.g. Are they using a solution the wrong
way?
What barriers are keeping your customers from adopting a solution? E.g. Are there upfront
investment costs, a steep learning curve, or are
their other obstacles preventing adoption?
Link to these trigger questions online: 39
What are the pains of Tesla buyer? (i.e. his problems, risks, obstacles, frustrations)
accident and harm
lack of charging stations
buy before price drop
fear of dead
battery
laughed at
lack of space
frequent charging
above average
maintenance
aircon draining battery
Upper Middle Class Male $100k+ Income
personal mobility
be different from others
occasional long dist.
trip
convey an image of success
commute to work
in sync with personal values
-
The following list of trigger questions can help you think of different potential customer gains:
Which savings would make your customers happy? E.g. which savings in terms of time,
money and effort would they value?
What quality levels do they expect and what would they wish for more or less of?
How do current solutions delight your custom-ers? E.g. Which specific features do they enjoy,
what performance and quality do they expect?
What would make your customers jobs or life easier? E.g. Could there be a atter learning
curve, more services, or lower costs of owner-
ship?
What positive social consequences do your customers desire? E.g. what makes them look
good, increase their power or their status?
What are customers looking for most? Are they searching for good design, guarantees, specific
or more features?
What do customers dream about? E.g. What do they aspire to achieve or what would be a big
relief to them?
How do your customers measure success and failure? E.g. How do they measure performance
or cost?
What would increase your customers likelihood of adopting a solution? E.g. do they desire
lower cost, less investment, lower risk, or better
quality?
Link to these trigger questions online: xxx
41
customer gains
describe the more or less expected benefits the customers are seeking
-
The following list of trigger questions can help you think of different potential customer gains:
Which savings would make your customers happy? E.g. which savings in terms of time,
money and effort would they value?
What quality levels do they expect and what would they wish for more or less of?
How do current solutions delight your custom-ers? E.g. Which specific features do they enjoy,
what performance and quality do they expect?
What would make your customers jobs or life easier? E.g. Could there be a atter learning
curve, more services, or lower costs of owner-
ship?
What positive social consequences do your customers desire? E.g. what makes them look
good, increase their power or their status?
What are customers looking for most? Are they searching for good design, guarantees, specific
or more features?
What do customers dream about? E.g. What do they aspire to achieve or what would be a big
relief to them?
How do your customers measure success and failure? E.g. How do they measure performance
or cost?
What would increase your customers likelihood of adopting a solution? E.g. do they desire
lower cost, less investment, lower risk, or better
quality?
Link to these trigger questions online: xxx
41
What are the gains a Tesla buyer wants? (e.g. required or desired outcomes and benefits)
design
high-end battery
tech
brand recognitionfind my way (gps)
compliments from friends
self-driving
range of 250km to
350km
seating 4-5
perform like a sports car
high safety ratings
Upper Middle Class Male $100k+ Income
personal mobility
be different from others
occasional long dist.
trip
convey an image of success
commute to work
in sync with personal values
accident and harm
lack of charging stations
buy before price drop
fear of dead
battery
laughed at
lack of space
frequent charging
above average
maintenance
aircon draining battery
-
The following list of trigger questions can help you think of different potential customer gains:
Which savings would make your customers happy? E.g. which savings in terms of time,
money and effort would they value?
What quality levels do they expect and what would they wish for more or less of?
How do current solutions delight your custom-ers? E.g. Which specific features do they enjoy,
what performance and quality do they expect?
What would make your customers jobs or life easier? E.g. Could there be a atter learning
curve, more services, or lower costs of owner-
ship?
What positive social consequences do your customers desire? E.g. what makes them look
good, increase their power or their status?
What are customers looking for most? Are they searching for good design, guarantees, specific
or more features?
What do customers dream about? E.g. What do they aspire to achieve or what would be a big
relief to them?
How do your customers measure success and failure? E.g. How do they measure performance
or cost?
What would increase your customers likelihood of adopting a solution? E.g. do they desire
lower cost, less investment, lower risk, or better
quality?
Link to these trigger questions online: xxx
41
Which jobs REALLY matter to customers?
Upper Middle Class Male $100k+ Income
personal mobility
be different from others
occasional long dist.
trip
convey an image of success
commute to work
in sync with personal values
accident and harm
lack of charging stations
buy before price drop
fear of dead
battery
laughed at
lack of space
frequent charging
above average
maintenance
aircon draining battery
design
high-end battery
tech
brand recognitionfind my way (gps)
compliments from friends
self-driving
range of 250km to
350km
seating 4-5
perform like a sports car
high safety ratings
-
The following list of trigger questions can help you think of different potential customer gains:
Which savings would make your customers happy? E.g. which savings in terms of time,
money and effort would they value?
What quality levels do they expect and what would they wish for more or less of?
How do current solutions delight your custom-ers? E.g. Which specific features do they enjoy,
what performance and quality do they expect?
What would make your customers jobs or life easier? E.g. Could there be a atter learning
curve, more services, or lower costs of owner-
ship?
What positive social consequences do your customers desire? E.g. what makes them look
good, increase their power or their status?
What are customers looking for most? Are they searching for good design, guarantees, specific
or more features?
What do customers dream about? E.g. What do they aspire to achieve or what would be a big
relief to them?
How do your customers measure success and failure? E.g. How do they measure performance
or cost?
What would increase your customers likelihood of adopting a solution? E.g. do they desire
lower cost, less investment, lower risk, or better
quality?
Link to these trigger questions online: xxx
41
personal mobility
be different from others
occasional long dist.
trip
convey an image of success
commute to work
in sync with personal values
design
high-end battery
tech
brand recognition
compliments from friends
range of 250km to
350km
perform like a sports car
high safety ratings
accident and harm
fear of dead
battery
laughed at
lack of space
frequent charging
aircon draining battery
Upper Middle Class Male $100k+ Income
Which jobs REALLY matter to customers?
-
Your Customer Profile
-
!REMEMBER your solution is not part of the customer profile!
-
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products& Services
CustomerJob(s)
The Value Proposition Canvas
Value Proposition Customer Segment
strategyzer.comThe makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
-
onealt.2Value Map
-
products & services
A list of all the products and services a value
proposition is built around
52
CO
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OM
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52
-
The following list of trigger questions can help you think of different potential customer gains:
Which savings would make your customers happy? E.g. which savings in terms of time,
money and effort would they value?
What quality levels do they expect and what would they wish for more or less of?
How do current solutions delight your custom-ers? E.g. Which specific features do they enjoy,
what performance and quality do they expect?
What would make your customers jobs or life easier? E.g. Could there be a atter learning
curve, more services, or lower costs of owner-
ship?
What positive social consequences do your customers desire? E.g. what makes them look
good, increase their power or their status?
What are customers looking for most? Are they searching for good design, guarantees, specific
or more features?
What do customers dream about? E.g. What do they aspire to achieve or what would be a big
relief to them?
How do your customers measure success and failure? E.g. How do they measure performance
or cost?
What would increase your customers likelihood of adopting a solution? E.g. do they desire
lower cost, less investment, lower risk, or better
quality?
Link to these trigger questions online: xxx
4152
CO
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UST
OM
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52
8 year battery
warranty
options
Model S 60-85 kWh
personal mobility
be different from others
occasional long dist.
trip
convey an image of success
commute to work
in sync with personal values
design
high-end battery
tech
brand recognition
compliments from friends
range of 250km to
350km
perform like a sports car
high safety ratings
accident and harm
fear of dead
battery
laughed at
lack of space
frequent charging
aircon draining battery
Upper Middle Class Male $100k+ Income
-
54
CO
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ALU
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SITI
ON
54
pain relievers
describe how your products and services
alleviate customer pains
-
The following list of trigger questions can help you think of different potential customer gains:
Which savings would make your customers happy? E.g. which savings in terms of time,
money and effort would they value?
What quality levels do they expect and what would they wish for more or less of?
How do current solutions delight your custom-ers? E.g. Which specific features do they enjoy,
what performance and quality do they expect?
What would make your customers jobs or life easier? E.g. Could there be a atter learning
curve, more services, or lower costs of owner-
ship?
What positive social consequences do your customers desire? E.g. what makes them look
good, increase their power or their status?
What are customers looking for most? Are they searching for good design, guarantees, specific
or more features?
What do customers dream about? E.g. What do they aspire to achieve or what would be a big
relief to them?
How do your customers measure success and failure? E.g. How do they measure performance
or cost?
What would increase your customers likelihood of adopting a solution? E.g. do they desire
lower cost, less investment, lower risk, or better
quality?
Link to these trigger questions online: xxx
4154
CO
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ALU
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RO
PO
SITI
ON
54
how your products and services kill your customers pains
charging: 45-90 km/h
5+2 seats
range of 350km to
450km
personal mobility
be different from others
occasional long dist.
trip
convey an image of success
commute to work
in sync with personal values
design
high-end battery
tech
brand recognition
compliments from friends
range of 250km to
350km
perform like a sports car
high safety ratings
accident and harm
fear of dead
battery
laughed at
lack of space
frequent charging
aircon draining battery
highest safety ever by NHTSA
Upper Middle Class Male $100k+ Income
8 year battery
warranty
options
Model S 60-85 kWh
-
56
CO
NC
EP
T V
ALU
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RO
PO
SITI
ON
56
gain creators
describe how your products and services create customer gains
-
The following list of trigger questions can help you think of different potential customer gains:
Which savings would make your customers happy? E.g. which savings in terms of time,
money and effort would they value?
What quality levels do they expect and what would they wish for more or less of?
How do current solutions delight your custom-ers? E.g. Which specific features do they enjoy,
what performance and quality do they expect?
What would make your customers jobs or life easier? E.g. Could there be a atter learning
curve, more services, or lower costs of owner-
ship?
What positive social consequences do your customers desire? E.g. what makes them look
good, increase their power or their status?
What are customers looking for most? Are they searching for good design, guarantees, specific
or more features?
What do customers dream about? E.g. What do they aspire to achieve or what would be a big
relief to them?
How do your customers measure success and failure? E.g. How do they measure performance
or cost?
What would increase your customers likelihood of adopting a solution? E.g. do they desire
lower cost, less investment, lower risk, or better
quality?
Link to these trigger questions online: xxx
4154
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ALU
E P
RO
PO
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ON
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how your products and services create gains
your customers expect, want, or desire
personal mobility
be different from others
occasional long dist.
trip
convey an image of success
commute to work
in sync with personal values
design
high-end battery
tech
brand recognition
compliments from friends
range of 250km to
350km
perform like a sports car
high safety ratings
accident and harm
fear of dead
battery
laughed at
lack of space
frequent charging
aircon draining battery
focus on design &
style
high-tech feel: 17
touch screen
performance 0-100km/h 4.4s - 6.2s
Upper Middle Class Male $100k+ Income
8 year battery
warranty
options
Model S 60-85 kWh
charging: 45-90 km/h
5+2 seats
range of 350km to
450km
highest safety ever by NHTSA
-
onealt.3Fit
-
FitYou achieve fit when customers get excited about your value proposition which happens when you address important jobs, alleviate extreme pains, and create essential gains that customers care about. As we will explain throughout the book, Fit is hard to find and maintain. Striving for fit is the essence of value proposition design.
Customers expect and desire a lot from products
and services. Yet, they also know they cant have
it all. Focus on those gains that matter most to
customers and make a difference.
Customers have a lot of pains. No organization
can reasonably address all of them. Focus on
those headaches that matter most and are
insufficiently addressed.
Your customers are the judge, jury and executioner of your value proposition. They will be merciless if you dont find fit!
Are you addressing essential customer gains?
Are you addressing extreme customer pains?
Fit
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FitYou achieve fit when customers get excited about your value proposition which happens when you address important jobs, alleviate extreme pains, and create essential gains that customers care about. As we will explain throughout the book, Fit is hard to find and maintain. Striving for fit is the essence of value proposition design.
Customers expect and desire a lot from products
and services. Yet, they also know they cant have
it all. Focus on those gains that matter most to
customers and make a difference.
Customers have a lot of pains. No organization
can reasonably address all of them. Focus on
those headaches that matter most and are
insufficiently addressed.
Your customers are the judge, jury and executioner of your value proposition. They will be merciless if you dont find fit!
Are you addressing essential customer gains?
Are you addressing extreme customer pains?
Fit
6766
CO
NC
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T 1
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66
personal mobility
be different from others
occasional long dist.
trip
convey an image of success
commute to work
in sync with personal values
design
high-end battery
tech
brand recognition
compliments from friends
range of 250km to
350km
perform like a sports car
high safety ratings
accident and harm
fear of dead
battery
laughed at
lack of space
frequent charging
aircon draining battery
focus on design &
style
high-tech feel: 17
touch screen
performance 0-100km/h 4.4s - 6.2s
8 year battery
warranty
options
Model S 60-85 kWh
charging: 45-90 km/h
5+2 seats
range of 350km to
450km
highest safety ever by NHTSA
Upper Middle Class Male $100k+ Income
FitYou achieve fit when customers get excited about your value proposition which happens when you address important jobs, alleviate extreme pains, and create essential gains that customers care about. As we will explain throughout the book, Fit is hard to find and maintain. Striving for fit is the essence of value proposition design.
Customers expect and desire a lot from products
and services. Yet, they also know they cant have
it all. Focus on those gains that matter most to
customers and make a difference.
Customers have a lot of pains. No organization
can reasonably address all of them. Focus on
those headaches that matter most and are
insufficiently addressed.
Your customers are the judge, jury and executioner of your value proposition. They will be merciless if you dont find fit!
Are you addressing essential customer gains?
Are you addressing extreme customer pains?
Fit
6766
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Design, Test, Repeat
design
test
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products& Services
CustomerJob(s)
The Value Proposition Canvas
Value Proposition Customer Segment
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design
ASSESSME
NTOBSE
RVATION
PROTOTYP
ING
TOTEST
ING
FAILED
FROM
TESTING
STARTING PO
INTS
BUSINE
SS MODE
L
7 QU
ESTION
S
-
prototyping(prototyping)
def.
* the process of building quick, cheap, and rough study models
* to learn about the desirability, feasibility and viability of
alternative solutions
-
??
?
?
? ??
+Zoom-Zoom
Zoom out to the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition.
Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer.
Are you creating value for your business?The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?The Value Proposition Canvas makes explicit how
you are creating value for your customers.
169
* Working preview content for private review only, do not distribute Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos
?
?
?
?
? ??
+Zoom-Zoom
Zoom out to the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition.
Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer.
Are you creating value for your business?The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?The Value Proposition Canvas makes explicit how
you are creating value for your customers.
169
* Working preview content for private review only, do not distribute Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos
?
?
?
?
? ??
+Zoom-Zoom
Zoom out to the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition.
Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer.
Are you creating value for your business?The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?The Value Proposition Canvas makes explicit how
you are creating value for your customers.
169
* Working preview content for private review only, do not distribute Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos
adapt the business model & the value proposition
-
??
?
?
? ??
+Zoom-Zoom
Zoom out to the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition.
Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer.
Are you creating value for your business?The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?The Value Proposition Canvas makes explicit how
you are creating value for your customers.
169
* Working preview content for private review only, do not distribute Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos
describes how you create value for your customer
describes how you
create value for your
business
-
Design, Test, Repeat
design
test
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products& Services
CustomerJob(s)
The Value Proposition Canvas
Value Proposition Customer Segment
8584
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test
SUCCESS
HYPOTHESIS
-
Why do businesses fail ?
. Test those first!
-
http://med
ia.10
0firsthits.com
/201
3/11
/Startu
p-Mistak
es-In
fograp
hics.p
ng
2014
-
n
en-
re
s with customers
ou
customer discovery
customer validation
customer creation
company building
SEARCH EXECUTION
customer development & lean startup
PIVOT
[Source: based on Startup Owners Manual (2013) Blank & Dorf]
-
33.1 What to test
3.2 Testing step-by-step
3.4. Testing library (in the book)
3.4 Bringing it all together
-
3.onealtWhat to Test
215214
TEST
214
-
Provide evidence showing what customers care about (the circle) before focusing on how to help them (the square)
Testing the circle
-
Provide evidence showing that your
customers care about how your
products and services kill pains and create gains
Testing the square
-
Business Model Canvas
Cost Structure
Key Partnerships
Key Resources Channels
Key Activities Value Propositions Customer Relationships
Customer Segments
Revenue Streams
15
Provide evidence showing that the way you intend to create, deliver, and capture value is likely to work
Testing the rectangle
-
HYPOTHESIS
3.2Testing Step-by-Step
223222
TEST
222
-
Testing Overview
Test Card
+
-Extract Hypotheses Prioritize Hypotheses Design Test
Design Testing220
TEST
ING
VA
LUE
PR
OP
OST
ION
S
220
-
* Working preview content for private review only, do not distribute Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos
Learning Card
+
!-
Prioritize Tests Run Tests Capture Learnings Make Progress
221
-
Write Your Own Test Card
-
strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products& Services
CustomerJob(s)
The Value Proposition Canvas
Value Proposition Customer Segment
strategyzer.comThe makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
What needs to be true for this feature to work and create value? -> Hypotheses
SAVE 20% ON SALES PROCESS
-
customer segment X wants to save 20% on sales process
how many of the interviewees clicked on the follow-up link
50% clicked the link
talk to 40 potential customers and give them a trackable link with more information
-
SUCCESS3.3
Experiment Library
241240
TEST
240
-
A mix of experiments
Scientist
DIRECT CONTACT with customersLearn why and how to improve
INDIRECT OBSERVATION of customersLearn how many and how much
Lab studies Learning prototype/MVP p. 222 Life-size prototypes p. 226 Wizard of Oz p. 223
Anthropologist p. 114For field studies
Sale actions Mock sales p. 236 Pre sales p. 237 Crowdfunding p. 237
Tracking actions Ad and link tracking p. 220 Landing page p. 228 Split testing p. 230
Participatory design and evaluation Illustrations, storyboards,
and scenarios p. 224
Speedboat p. 233 Product box p. 234 Buy a feature p. 235
Journalist p. 110For interviews
Detective p. 108For data analysis
WH
AT C
US
TOM
ER
S D
OO
bse
rve
thei
r beha
vior
s
WH
AT C
US
TOM
ER
S S
AYO
bse
rve
thei
r a
ttitud
es
-
A mix of experiments
Scientist
DIRECT CONTACT with customersLearn why and how to improve
INDIRECT OBSERVATION of customersLearn how many and how much
Lab studies Learning prototype/MVP p. 222 Life-size prototypes p. 226 Wizard of Oz p. 223
Anthropologist p. 114For field studies
Sale actions Mock sales p. 236 Pre sales p. 237 Crowdfunding p. 237
Tracking actions Ad and link tracking p. 220 Landing page p. 228 Split testing p. 230
Participatory design and evaluation Illustrations, storyboards,
and scenarios p. 224
Speedboat p. 233 Product box p. 234 Buy a feature p. 235
Journalist p. 110For interviews
Detective p. 108For data analysis
WH
AT C
US
TOM
ER
S D
OO
bse
rve
thei
r beha
vior
s
WH
AT C
US
TOM
ER
S S
AYO
bse
rve
thei
r a
ttitud
es
-
A mix of experiments
Scientist
DIRECT CONTACT with customersLearn why and how to improve
INDIRECT OBSERVATION of customersLearn how many and how much
Lab studies Learning prototype/MVP p. 222 Life-size prototypes p. 226 Wizard of Oz p. 223
Anthropologist p. 114For field studies
Sale actions Mock sales p. 236 Pre sales p. 237 Crowdfunding p. 237
Tracking actions Ad and link tracking p. 220 Landing page p. 228 Split testing p. 230
Participatory design and evaluation Illustrations, storyboards,
and scenarios p. 224
Speedboat p. 233 Product box p. 234 Buy a feature p. 235
Journalist p. 110For interviews
Detective p. 108For data analysis
WH
AT C
US
TOM
ER
S D
OO
bse
rve
thei
r beha
vior
s
WH
AT C
US
TOM
ER
S S
AYO
bse
rve
thei
r a
ttitud
es
-
A mix of experiments
Scientist
DIRECT CONTACT with customersLearn why and how to improve
INDIRECT OBSERVATION of customersLearn how many and how much
Lab studies Learning prototype/MVP p. 222 Life-size prototypes p. 226 Wizard of Oz p. 223
Anthropologist p. 114For field studies
Sale actions Mock sales p. 236 Pre sales p. 237 Crowdfunding p. 237
Tracking actions Ad and link tracking p. 220 Landing page p. 228 Split testing p. 230
Participatory design and evaluation Illustrations, storyboards,
and scenarios p. 224
Speedboat p. 233 Product box p. 234 Buy a feature p. 235
Journalist p. 110For interviews
Detective p. 108For data analysis
WH
AT C
US
TOM
ER
S D
OO
bse
rve
thei
r beha
vior
s
WH
AT C
US
TOM
ER
S S
AYO
bse
rve
thei
r a
ttitud
es
-
A mix of experiments
Scientist
DIRECT CONTACT with customersLearn why and how to improve
INDIRECT OBSERVATION of customersLearn how many and how much
Lab studies Learning prototype/MVP p. 222 Life-size prototypes p. 226 Wizard of Oz p. 223
Anthropologist p. 114For field studies
Sale actions Mock sales p. 236 Pre sales p. 237 Crowdfunding p. 237
Tracking actions Ad and link tracking p. 220 Landing page p. 228 Split testing p. 230
Participatory design and evaluation Illustrations, storyboards,
and scenarios p. 224
Speedboat p. 233 Product box p. 234 Buy a feature p. 235
Journalist p. 110For interviews
Detective p. 108For data analysis
WH
AT C
US
TOM
ER
S D
OO
bse
rve
thei
r beha
vior
s
WH
AT C
US
TOM
ER
S S
AYO
bse
rve
thei
r a
ttitud
es
-
A mix of experiments
Scientist
DIRECT CONTACT with customersLearn why and how to improve
INDIRECT OBSERVATION of customersLearn how many and how much
Lab studies Learning prototype/MVP p. 222 Life-size prototypes p. 226 Wizard of Oz p. 223
Anthropologist p. 114For field studies
Sale actions Mock sales p. 236 Pre sales p. 237 Crowdfunding p. 237
Tracking actions Ad and link tracking p. 220 Landing page p. 228 Split testing p. 230
Participatory design and evaluation Illustrations, storyboards,
and scenarios p. 224
Speedboat p. 233 Product box p. 234 Buy a feature p. 235
Journalist p. 110For interviews
Detective p. 108For data analysis
WH
AT C
US
TOM
ER
S D
OO
bse
rve
thei
r beha
vior
s
WH
AT C
US
TOM
ER
S S
AYO
bse
rve
thei
r a
ttitud
es
-
A mix of experiments
Scientist
DIRECT CONTACT with customersLearn why and how to improve
INDIRECT OBSERVATION of customersLearn how many and how much
Lab studies Learning prototype/MVP p. 222 Life-size prototypes p. 226 Wizard of Oz p. 223
Anthropologist p. 114For field studies
Sale actions Mock sales p. 236 Pre sales p. 237 Crowdfunding p. 237
Tracking actions Ad and link tracking p. 220 Landing page p. 228 Split testing p. 230
Participatory design and evaluation Illustrations, storyboards,
and scenarios p. 224
Speedboat p. 233 Product box p. 234 Buy a feature p. 235
Journalist p. 110For interviews
Detective p. 108For data analysis
WH
AT C
US
TOM
ER
S D
OO
bse
rve
thei
r beha
vior
s
WH
AT C
US
TOM
ER
S S
AYO
bse
rve
thei
r a
ttitud
es
-
A mix of experiments
Scientist
DIRECT CONTACT with customersLearn why and how to improve
INDIRECT OBSERVATION of customersLearn how many and how much
Lab studies Learning prototype/MVP p. 222 Life-size prototypes p. 226 Wizard of Oz p. 223
Anthropologist p. 114For field studies
Sale actions Mock sales p. 236 Pre sales p. 237 Crowdfunding p. 237
Tracking actions Ad and link tracking p. 220 Landing page p. 228 Split testing p. 230
Participatory design and evaluation Illustrations, storyboards,
and scenarios p. 224
Speedboat p. 233 Product box p. 234 Buy a feature p. 235
Journalist p. 110For interviews
Detective p. 108For data analysis
WH
AT C
US
TOM
ER
S D
OO
bse
rve
thei
r beha
vior
s
WH
AT C
US
TOM
ER
S S
AYO
bse
rve
thei
r a
ttitud
es
-
3.4Bringing it all Together
ASSESSME
NTOBSE
RVATION
PROTOTYP
ING
TOTEST
ING
FAILED
FROM
TESTING
STARTING PO
INTS
BUSINE
SS MODE
L
7 QU
ESTION
S
SUCCESS
HYPOTHESIS
265264
TEST
264
-
The testing process
2ExtractyourHypotheses
3DesignYourTests
2ExtractyourHypotheses
Test Card
4Enter
the LearningLoop
Learn
5A
UNCERTAIN
test more
Measure
Build
5Capture
Learnings and Next
Actions
5C
INVALIDATED
iterate or pivot
5A
UNCERTAIN
test
1 (6)(re)Shape yourideas
Learning Card
5A
UNCERTAIN
test more
-
3DesignYourTests
4Enter
the LearningLoop
5Capture
Learnings and Next
Actions
6MeasureProgress
Learn
CustomerDiscovery
CustomerValidation
CustomerCreation
CompanyBuilding
5C
INVALIDATED
iterate or pivot
5A
UNCERTAIN
test more
5B
VALIDATED
progress towards
next element
Measure
Build
2ExtractyourHypotheses
1 (6)(re)Shape yourideas
Test CardLearning Card
The testing process
-
* Working preview content for private review only, do not distribute Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
invalidated
backlog build measure learn done
learn more
validated
Learning Card
We believed thatstep 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned thatstep 3: learnings and insights
We observedstep 2: observation
Therefore we willstep 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed thatstep 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned thatstep 3: learnings and insights
We observedstep 2: observation
Therefore we willstep 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed thatstep 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned thatstep 3: learnings and insights
We observedstep 2: observation
Therefore we willstep 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed thatstep 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned thatstep 3: learnings and insights
We observedstep 2: observation
Therefore we willstep 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed thatstep 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned thatstep 3: learnings and insights
We observedstep 2: observation
Therefore we willstep 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed thatstep 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned thatstep 3: learnings and insights
We observedstep 2: observation
Therefore we willstep 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed thatstep 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned thatstep 3: learnings and insights
We observedstep 2: observation
Therefore we willstep 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
back to the drawing
board: iterate or pivot
your design
advance to next step:
move on in your quest to
turn your idea into reality
3 Tests
Test CardLearning Card
Learning Card
Learning Card
Learning Card
Learning Card
Learning Card
Learning Card
Test Card
Test Card
Test Card
Test Card Test Card
Test Card
Test Card
Test Card
Test Card
Test Card
Test Card
4Insights
& Actions
5Measure Progress
2Hypotheses
1 (5)(re)Shape yourideas
273
Progress board (Kanban)
-
#VPDesign Strategyzer.com
-
zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
customers want and then keeping them aligned with whcustomers want in Post-Search.
Value Proposition Design shows you how to use the VProposition Canvas to Design and Test great value propositions in an iterative search for what customers want. Vproposition design is a never-ending process in which need to Evolve your value proposition(s) constantly to keep it relevant to customers.
Manage the messy and non-linear process of value proposition design and reduce risk by systematically applying adequate tools and processes.
Progress
1 2 3
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Alexander Osterwalder Entrepreneur and business model innovator
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