The document discusses tools and processes for designing and testing value propositions for businesses. It describes using the Value Proposition Canvas tool to iteratively search for value propositions that customers want through designing, testing, and evolving propositions. It emphasizes managing the non-linear process of value proposition design by systematically applying tools like the Canvas to reduce risk.
A talk I gave at Google on Strategy and Product Discovery
We discussed:
Discovering Features and Products (Product Strategy)
Discovering Products and Product Lines (Product Line / Company Strategy)
Marty Cagan: Using High Fidelity Prototypes for Product Discovery
The document discusses the Business Model Canvas framework and its key components for developing a business model. It lists the nine blocks of the Business Model Canvas as Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. For each block there is a brief definition or question provided. The document also includes references to the oxygenaccelerator website and contact information.
The Business Model Canvas was proposed by Alexander Osterwalder. Business Model Canvas helps lean advocates to develop new or document existing business models.
How I apply the Value Proposition Canvas to convince my clients to invest mor...
This document discusses the Value Proposition Canvas methodology for understanding customers' needs and pains. It introduces the speaker, Matina Moreira, and provides an agenda for the presentation. It then gives an example of using the Value Proposition Canvas for a case study about creating a job finding service for senior professionals. Key aspects of the canvas are explained, including creating a customer profile listing pains, gains, and tasks, and mapping these against potential products and services to find the best fit. The speaker explains how she uses the canvas methodology at the beginning of new projects and with clients to build empathy for customers.
This document provides an excerpt from slides for a 2-3 day professional training on design thinking and innovation management. The slides cover the basics of design thinking, including its origins and nature, how it is portrayed in the media, and how it relates to strategic thinking. Design thinking is presented as a way to take an outside-in perspective focused on customer needs and experiences to drive value creation and innovation. The training is intended to help participants better understand design thinking and apply it to innovating without unrealistic expectations. The facilitator also provides strategy advisory and training on other topics beyond design thinking.
This document provides an overview of the Business Model Canvas, which is a strategic management template used to describe the value proposition, infrastructure, customers, and finances of a business model in order to plan, align management, and monitor success. The Business Model Canvas contains nine blocks that describe key components of a business model including customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure.
Design Thinking & Agile Innovation Workshop combining elements from Design Thinking, Customer Development, Christensen's Jobs to be Done, Osterwalder's Value Proposition Canvas, Javelin Experiment Board, Lean Startup and Paper Prototyping.
The Startup Design Toolkit - a design-thinking approach to startups and produ...
When PMs or entrepreneurs tackle a new product venture, they need to acquire and combine skills and tools from the Development, Business and Design fields. In this session, the following topics will be introduced:
- Is there really a formula for new product or startup success?
- What is Design-Thinking and how it is driving innovation around the world?
- Building a Toolkit: a subset of practical tools curated from the Lean Startup, Customer Development, Design-Thinking and other methods, to really help entrepreneurs to accelerate and find a scalable business model.
http://productcampsf.com/proposed-session-a-design-thinking-approach-to-pm-and-startups/
Business Model Canvas explanation and examples from technology, creative, and home products industries:
Cirque Du Soleil Business Model Canvas
Skype Business Model Canvas
Easy Taxi Business Model Canvas
Facebook Business Model Canvas
Kinder Business Model Canvas
Louis Vitton Business Model Canvas
Airbnb Business Model Canvas
Nespresso Business Model Canvas
Netflix Business Model Canvas
Google Search Business Model Canvas
Black Eyed Peas Business Model Canvas
This document outlines steps to find product-market fit, including defining early adopters and determining the best segments to target. It introduces the FOCUS framework, which provides concrete steps to validate goals through product delivery at scale. These steps include finding early adopters, offering tests, currency tests, utility tests, and scaling. The document also describes exercises to declare validation victories, generate new product ideas, role-play customer segments, and score segments to determine which to initially target. The overall aim is to provide a clear path and tools to efficiently test ideas and reach product-market fit.
Business Model Generation: Business Model Canvas + Design Thinking
A business model describes the rationale of how an organisation creates, delivers and captures value. This ppt runs you through basics of business model generation.
With this presentation I share my experience as a lean investor and lean startup trainer, a subject that I thoroughly believe in.
However, this approach is not a cure-all. This means that an overwhelming majority of ideas for startups or corporates will fail regardless of how you approach it. My goal is to show you how to find this out as fast as possible and with the least effort. I point out the many pitfalls when working with Lean Startup/Lean Innovation and how to avoid them.
The focus is on how to find out whether you have targeted the right customer segment and if not, how to iterate with problem & solution interviews between the Problem, Solution and the Customer Segment Fields of the Lean Canvas until you have reached the Problem/Solution Fit.
A workshop on Value Proposition Design by Sam Rye from Lifehack & Enspiral.
This workshop takes you through the Value Proposition Canvas, helps you pitch your vision, and lays out a short exercise to make a 2D or 3D prototype of your solution for feedback.
It draws heavily on the content, language and concepts from this book, which we highly recommend you buy if you're serious about (social) entepreneurship or intrapreneurship : https://strategyzer.com/value-proposition-design
The document discusses the Business Model Canvas (BMC), a strategic management template used to describe, design, challenge, and pivot business models. It introduces the BMC framework which includes 9 building blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document then provides examples of using the BMC to develop new business models, analyze existing models using patterns, and innovate current models through pivoting different elements.
Ideation is at the heart of the Design Thinking process. Ideation sessions help you to challenge assumptions, think outside the box, and explore uncharted territory. In the ideation phase, you explore and come up with as many ideas as possible.
In this presentation guide, you will learn and develop skills in six types of ideation techniques that can be used in the Design Thinking cycle. They include:
1. Brainstorming
2. 2 x 2 Matrix
3. Dot Voting
4. 6-3-5 Method (Brainwriting)
5. Special Brainstorming (Negative Brainstorming, Figuring Storming, and Bodystorming)
6. NABC (Need, Approach, Benefit and Competition)
This guide provides a means to introduce ideation techniques to your workshop participants other than the traditional brainstorming method. It helps to make your ideation sessions fun and exciting.
LEARNING OBJECTIVES
1. Gain knowledge on the various ideation techniques that can be used in the design thinking cycle.
2. Develop skills in the application of ideation techniques.
3. Understand the expert tips and key learnings of ideation techniques.
CONTENTS
1. Brainstorming
2. 2 x 2 Matrix
3. Dot Voting
4. 6-3-5 Method
5. Special Brainstorming
6. NABC
To download this complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
This document discusses different types of startups and businesses. It begins by distinguishing between small businesses, which serve known customers with known products to generate revenue under $1 million, and scalable startups, which aim to solve unknown customer problems and build large companies generating over $100 million annually.
It then describes the three types of markets that startups can enter: existing markets with known customers and products, new or emerging markets with unknown customer needs, and disruptive markets that require new technologies or business models. Depending on the market type, startups must approach customer development, sales, marketing, and business development differently.
The document emphasizes that startups are temporary organizations that search for a scalable and repeatable business
The Business Model Canvas - Brampton Entrepreneur Centre
The document provides an overview of the Business Model Canvas workshop held by the Brampton Entrepreneur Centre in January 2016. It discusses how the Business Model Canvas is a strategic tool that helps entrepreneurs define their business model by determining key aspects like customer segments, value propositions, channels, customer relationships, revenue streams, key resources, activities, partnerships, and cost structure. Examples are provided of companies like Google, PayPal, and Lamborghini that achieved success by changing their original business models to better meet customer needs and solve larger problems.
the "Value Proposition Canvas" tool that helps startups and organizations design compelling products and services that customers will buy. It's must have tool if you want to save time and effort in designing your product or service. The best thing is it's visual, practical and is easy to learn. This world class tool was introduced in Alex Osterwalder's top seller book "Value Proposition Design" and is a continuation of the "Business Model Canvas". This excellent visual tool is easy and practical.
Get course discounts and learn more:
www.playtactic.com
This deck explains what the Value Proposition Canvas (aka Designer) is, how it relates to the well-known Business Model Canvas, and what to keep in mind when using it.
alue Proposition Design - die perfekte Ergänzung zu Business Model Generation von Alex Osterwalder, Yves Pigneur, Greg Bernarda und Alan Smith (Strategyzer) - hilft systematisch und mit Hilfe des Customer Developments den Kunden zu verstehen um so Angebote zu erstellen, die die Bedürfnisse des Kunden perfekt bedienen. Wie findet man heraus, was Kunden wirklich wollen?
Durch Tools und Techniken aus der Lean Startup Bewegung hilft Value Proposition Design bei der Herausarbeitung wahrer Kundenbedürfnisse. Nach dem bewährten “Job-to-be-Done”-Ansatz (siehe unten) sowie das Aufspüren der “Pains & Gains” des Nutzers wird Empathie gewonnen. Im nächsten Schritt erfolgt die Gestaltung des Produktes, welches die "Schmerzen" des Kunden löst und die Erwartungen erfüllt. Hierbei helfen Übungen zu Customer Interviews. Denn nur wer den “Mom-Test” besteht, also seine eigene Mutter auch mal "Nein" zur Idee sagt, stellt die richtigen Fragen.
Als “Plug-In” zum Business Model Canvas hilft der Value Proposition Canvas bei der Herausarbeitung des Kundensegmentes als auch des Nutzversprechens – für innovative und erfolgreiche Geschäftsmodelle.
Illustrating Customer Segments & Value Propositions with Ridiculous Toys. An ...
Illustrating Customer Segments & Value Propositions with Ridiculous Toys. Based on the Business Model Canvas and three years of experience teaching interactive workshops throughout Chile. Originally presented in Chile in 2011, this presentation has been incredibly popular here on SlideShare and I've just updated it with cleaner design and more details about how it can be used to run memorable and fun workshops. Enjoy!
Ever wonder when a customer actually thinks about your product or service? This workshop can help you to determine how to market your services at moments when they do.
This document lists over 40 Geographic Information Systems (GIS) mapping projects from locations around the world. The projects cover a wide range of topics and locations, including world maps, municipal and city mapping, thematic maps, network analysis, environmental studies, interpolation and analysis techniques, and suitability studies for various land uses. Many of the projects analyze locations in Canada, while others cover places in the United States, Central America, Africa, and worldwide.
#VPDesign helps you systematically build products & services that customers want.
For more from the book: https://strategyzer.com/value-proposition-design
Based on Value Proposition Design by Alexander Osterwalder, Yves Pigneur, Greg Bernarda & Alan Smith.
This document presents an automated doctor appointment and management system. It discusses developing a web-based system that allows patients to easily book appointments and for administrators to manage schedules and activities. The objectives are to design a system for doctor appointments that provides easier and faster appointment services. It reviews existing systems and identifies problems such as excessive doctor workloads and lack of user accounts or payment systems. The proposed solution separates doctor and administrator roles, creates user identities, and adds a payment option. The document outlines the development methodology, use cases, entity relationship diagram, tools used, screenshots, testing approaches and results, limitations, future plans, and conclusions.
El Principito visita siete planetas donde conoce personajes extraños, incluyendo un rey vanidoso, un bebedor, y un hombre de negocios obsesionado con contar estrellas. También conoce a un zorro, un farolero solitario, y un geógrafo que nunca ha viajado. Al final, conoce a la serpiente que le inyecta veneno antes de reunirse con el narrador de la historia.
1) The document outlines an outpatient management system project for Yogiji Creations Pvt. Ltd., including an introduction to the company, objectives of the proposed system, existing system limitations, and technical details.
2) It describes the various diagrams created for the system - data flow diagrams, use case diagrams, sequence diagrams, state chart diagrams, class diagrams, and entity relationship diagrams.
3) Screenshots of the interfaces are provided and test cases are described to test functions like login, forgot password, and new user registration.
El documento resume la obra literaria "El Principito" de Antoine de Saint-Exupéry. Resume las características del narrador y del Principito, los planetas que este visitó, los personajes principales y secundarios, y concluye que la obra está dedicada a los niños y contiene inferencias sobre el amor y la amistad.
The document outlines an agenda for a value proposition workshop. The objective is to understand and define a company or project's value proposition. The agenda includes defining what a value proposition is, providing examples, and guiding participants in creating a value proposition canvas to map out their unique value proposition. Activities include identifying customer jobs, pains, gains, products/services, pain relievers, and gain creators. The workshop also compares approaches to competing in red versus blue oceans and provides an example value curve for Cirque du Soleil.
The document discusses user profiles and personas, which are tools used in user-centered design to represent and understand target users. It provides guidance on creating user profiles, including defining a range of user attributes and types of users. Personas are introduced as archetypes of user profiles that make users more relatable. The document outlines how to develop personas through storytelling to foster empathy, and provides examples of persona templates.
Template for the improved Value Proposition Canvas. This version focuses on customer wants, needs and fears and on features, benefits and user experiences.
El documento resume la biografía del escritor francés Antoine de Saint-Exupéry, autor de la famosa novela "El Principito". Brevemente describe su vida y obra más importante, así como los personajes principales y secundarios de "El Principito". Finalmente, cita algunas de las frases célebres de esta obra.
How to Create a Strong Value Proposition Design for B2B - It's all about the ...
You need to stand out in 3 seconds - The competition is fierce and you need to be able to catch interest in less than 3 seconds and then keep it. This is true no matter if you are creating a message for a presentation, the web, a speech or a video.
Most likely you do the following misstakes today
- You start a presentation with a company overview
- You start a presentation about your product
- Your webpage is all about your product
ä You have more then 10 words on your power point slide
Tools the super professionals use will be yours
In this presentation you will learn how to create amazing B2B Value Propositions Designs that will not only say what you need to say but will catch the interest of the person you are trying to reach in a totally new way. I will show you 4 tools that the super professionals use and how to use them.
I created this presentation after doing extensive research on how to create a strong value proposition. The data I have reviewed are from marketing experts, Gartner, reports and my own personal experience creating value propositions.
The purpose of the presentation is to share my conclusions on how to build a strong value proposition.
Please feel welcome to share your thoughts, insights or comments. I love feedback. You can send an email to info@daniel-one.com or visit my webpage www.daniel-one.com. I look forward to hear from you.
Some pictures can be a bit blurry when you view the presentation directly from the web. To view a high quality version of the presentation simply download it. If you have any questions please don't hesitate to contact me at www.daniel-one.com
Андрей Курьян, ведущий ТРИЗ тренер компании «Эпам Системз»
Видео: https://youtu.be/RwDrHZreP5c
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В рамках проведения «Научного Хакатона» мы приглашаем вас на митапы, где будут проводиться обучающие и консультационные сессии под руководством экспертов в области науки, бизнеса и ИТ.
У вас будет возможность обсудить задачи, получить экспертную помощь, объявить о вакантных местах в команде и не только.
Присоединяйтесь и решайте научные задачи командами!
Cайт: http://sciencehit.by/hackathon
Регистрация в команды: https://sciencehit.timepad.ru/event/462869/
Brand image is defined as the unique set of associations in customers' minds about what a brand stands for and the promises it implies. It is shaped by interactions between the firm, customers, and brand identity as framed by marketers. A brand is created through continuously developing relationships where customers form differentiated impressions of products and services based on brand exposures. Company image refers to perceptions of the organization itself among various stakeholders, while brand image is specific to products and services. Managing brand image requires understanding how customers experience and perceive the brand.
The document discusses tools and processes for designing and testing business models and value propositions. It describes the Business Model Canvas and Value Proposition Canvas as tools to help create value for businesses and customers. It also discusses using these canvases in an iterative process of design, search, testing and evolution to develop value propositions that customers want.
How to Create Compelling Value Propositions That Turns Prospects into Customers
The document describes an October 2014 presentation by Alex Osterwalder on creating compelling value propositions. Osterwalder is an entrepreneur and inventor of the Business Model Canvas, a tool used by organizations to visualize and design business models. The presentation provides information on Osterwalder and encourages participants to join the conversation on Twitter.
Venture Design Crash Course: UVA iLab (June-2014; Thurs. AM Session)
The document provides an overview of various business model canvas templates and topics related to developing a business model. It includes templates for sections of the business model canvas like customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. It also discusses topics like customer development, mapping customer segments to value propositions, and conceptualizing customer relationships and channels. The templates and discussions are intended to help users think through and detail the components of their business model.
The document discusses business tools and their importance for running businesses. It notes that our current age of anxiety is due to trying to do modern jobs with outdated tools. It then discusses different business modeling tools like the Business Model Canvas and Value Proposition Canvas, explaining what they are used for and how they help conceptualize different aspects of a business like customer segments, value propositions, and key activities. It emphasizes that great business tools should be conceptually sound, have a good user interface, and provide an excellent user experience.
The Pixel Lab 2015 | How does understanding more about my audience affect pro...
The document summarizes key concepts from a workshop on understanding audiences and developing projects. It discusses how mapping an audience's journey and understanding what motivates them affects how a project is developed. The workshop covered tools like the business model canvas and value proposition canvas to help understand audiences and find the fit between a project and audience needs. It emphasizes starting with the audience's perspective rather than the creator's perspective or platform considerations.
Business Model Canvas: nuove strumenti per le aziende
This document outlines the agenda for a workshop on business model design and innovation using new tools for companies. The workshop will introduce the context and new tools for businesses, include a project laboratory session using the Business Model Canvas tool, and end with participants creating their own Personal Business Model Canvas. The document provides background and justification for why business model innovation is needed in an uncertain and changing business environment. It then introduces the Business Model Canvas tool as a way to design, understand, and innovate business models.
The document introduces the Value Proposition Design methodology. It discusses how Value Proposition Design can help organizations overcome common challenges in creating products and services that customers want. It provides an overview of the tools in Value Proposition Design, including the Value Proposition Canvas and how it integrates with the Business Model Canvas. It also discusses how Value Proposition Design can be used to invent new value propositions as well as improve existing ones. The methodology helps manage the process of value proposition design to reduce risk and create alignment across teams.
The document provides an overview of venture design and startup methodologies including design thinking, lean startup, business model canvas, and agile development. It discusses that venture design is a process that involves hypothesizing business assumptions, learning through customer discovery and validation experiments, and iterating the business model. Each methodology has its own techniques for gathering customer insights, defining problems and solutions, testing assumptions, and building business models in an iterative process.
This document provides information about a workshop on using canvases to create a shared product vision and backlog. It introduces various canvases including a product vision board, business model canvas, and product canvas. The product vision board helps capture initial assumptions about the product. The business model canvas helps capture the business model. The product canvas helps create the product backlog and features continuous learning from user feedback. An example of how these canvases could be used for Amazon in 2005 is also provided.
Venture Design Module 3: Engineering Your Business Model (GA)
This document outlines an agenda for a session on engineering a business model. It discusses using a business model canvas to detail the business model and remaining assumptions. It also discusses designing the right product by pairing learnings from personas and hypotheses with user stories and wireframes for product development and validation. The document provides templates for the business model canvas and discusses various elements of the canvas like customer segments, value propositions, relationships and channels.
The document discusses the key resources section of the Business Model Canvas. It defines key resources as the most important tangible and intangible things needed for a business model to work. Examples of tangible resources include physical assets like factories, human resources like employees, and financial resources like capital. Intangible resources include intellectual property, brands, user bases, and customer trust. The document cautions against getting too granular and stresses the importance of identifying only the essential resources that drive the business model.
The document discusses using the Business Model Canvas and partnership canvas to design business model collaborations through a process that involves understanding opportunities, designing partnership models, comparing alternatives, evaluating options, and conducting value and cost checks. It promotes tools from Business Model Generation and Strategyzer for mapping out key elements of partnerships like customer segments, value propositions, and revenue streams.
Business Model Innovation - Rinascita Digitale 2020
Slide del talk tenuto all'interno dell'iniziativa "Rinascita Digitale".
Oggetto del talk: Innovazione del Modello di business, Epicentri di Innovazione, 10 Types of Innovation e alcuni casi reali
This document outlines an agenda for a workshop on Lean Discovery. The goals of the workshop are to provide an understanding of Lean Discovery principles and processes, provide an actionable Lean Discovery process, and put the process into practice through hands-on activities. The agenda includes introductions, a section on Lean Discovery, hands-on activities, and a wrap-up. Lean Discovery follows the scientific method to test assumptions and discover the best product-market fit through short iterative cycles of building, measuring, and learning.
La comunicazione tra le persone è il primo valore dell’Agile. Trasmettere la vision di un’idea è molto difficile. Attraverso i Canvas è possibile non solo condividere la vision ma anche il viaggio che porterà alla realizzazione dell’intero prodotto.
Adottando i vari Canvas come il Business Model Canvas, il Lean Canvas e il Product Canvas è possibile definire e condividere le ipotesi iniziali, validarle sul mercato misurando i risultati e confrontarle con i risultati attesi. I Canvas quindi non solo ci aiutano nella parte iniziale del progetto ma ci accompagnano per tutto il ciclo di vita del prodotto evolvendo con esso.
Questi concetti non sono strettamente legati al software ma possono essere applicati in contesti differenti.
Durante questo workshop vedremo insieme come, partendo da un’idea, si possa realizzare un prototipo di applicazione mobile in meno di due ore… il tutto sotto forma di gioco.
How to turn a guesstimate business model canvas into a fact-based one, and co...
The risk of failure is high for businesses trying to get and keep clients, and for startups at any stage. What if there was a way to minimize that risk? The Business Model Canvas is quickly becoming the standard in how business models are designed. But a Business Model Canvas is often based on assumptions. Executing a business model based on assumptions will likely lead to failure. In this workshop/talk, we'll cover an agile step-by-step process to identify those assumptions, validate them, and end up with a business model based on facts. This is an opportunity for leadership teams to really get the essence of using this agile process to maximize their chances of success.
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
The document provides an overview of Customer Development, which is the process startups use to search for a business model. It discusses how startups should test hypotheses about their problem, customer, product, and other business model components by getting out of the building and talking to customers. The Lean LaunchPad process of building a minimum viable product and continuously pivoting based on customer feedback is highlighted. An example is given of a team that conducted customer interviews over 8 weeks and pivoted from an autonomous mowing idea to focus on weeding for organic farmers after determining a bigger problem and opportunity.
Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services.
Shared November 2015 at SleeterCon in Las Vegas, Nevade.
Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services.
Shared November 2015 at SleeterCon in Las Vegas, Nevada.
The document discusses business concept design and testing business ideas. It explains that design involves turning vague ideas into concrete business models and value propositions. Good design uses business model patterns to maximize returns and compete beyond traditional factors. The document also discusses testing business ideas by breaking them into hypotheses that cover risks like customer interest, feasibility of building the idea, and earning money from the idea. Hypotheses are tested through experiments to learn and improve the idea.
The document discusses managing a portfolio of business models and innovation to build an "invincible company". It introduces tools like the Portfolio Map to visualize different business models in terms of risk and return across an explore/exploit continuum. The goal is to balance high-risk exploratory models with more stable exploitative models. It also discusses establishing an innovation culture and regularly reinventing the company's business model to stay ahead of disruption.
1. The document discusses how companies can become "invincible" by constantly reinventing themselves, competing on superior business models, and transcending industry boundaries. It introduces tools from the book like the Culture Map and Portfolio Map to help companies manage business model innovation and establish an innovation culture.
2. The Portfolio Map is used to manage a company's portfolio of business ideas by assessing their expected return, death/disruption risk, and innovation risk to help determine which ideas to explore or exploit.
3. The book provides strategies for companies to compete on business model patterns, establish an ambidextrous culture that balances exploration and exploitation, and manage business model innovation.
The document discusses business model innovation and design. It provides examples of companies that achieved success by focusing on business model innovation rather than just product innovation alone. These companies invented new business models rather than simply copying competitors. The document advocates for business leaders to operate more like surgeons, prototype like designers, and experiment like scientists when innovating business models.
The document discusses business model design thinking and testing models. It emphasizes analyzing business models from the customer perspective using tools like empathy maps. Design thinking principles for business models include prototyping ideas quickly and gaining customer insights to iteratively improve models. Business models should not get attached to initial ideas and should experiment to discover new opportunities.
1. SunEdison's business model involved installing solar panels on large commercial rooftops like shopping centers.
2. Key partners included panel manufacturers. Key activities were panel installation. The value proposition was long-term solar solutions.
3. Revenue streams included purchasing fees from customers over long-term relationships. This model leveraged large commercial rooftops and was scalable.
This document discusses business model innovation. It begins by describing business model environment assessment and patterns. It then discusses service innovation, process innovation, and business model innovation. Examples are given of Flickr innovating its business model. The talk will cover scenario and storytelling, task analysis, prototyping, service blueprints, and process management for service design. It will also discuss measuring innovation and moving from service to business models.
This document discusses business model innovation and design thinking. It introduces the Business Model Canvas, a tool used to systematically describe, challenge, design and invent business models. The canvas breaks down a business model into nine building blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partners, and cost structure. It argues that business leaders need to adopt a design mindset and use tools like the canvas to experiment with new business model ideas through building model prototypes. Successful business models often involve taking risks to experiment rather than trying to prove ideas in advance. The document advocates an ongoing process of research, business model design, and implementing business model prototypes to drive innovation.
This document discusses business model assessment and innovation. It outlines a 3 step process: 1) Scanning competitive forces through industry analysis, 2) Assessing the current business model through a SWOT analysis, and 3) Innovating the business model using blue ocean strategy techniques like the strategy canvas. Key concepts covered include assessing industry pressures, questioning the existing business model, and creating new market spaces through strategic factor elimination and creation.
This document provides an overview of business model design. It discusses three key steps in business model design: visualizing the business model canvas, assessing strengths and weaknesses, and improving opportunities. The business model canvas is used to map out the key partners, activities, offers, customer relationships, customer segments, resources, channels, cost structure, and revenue streams. Business model patterns and examples like the long tail and two-sided markets are also examined. The document emphasizes adopting a design mindset to iteratively improve business models.
The document discusses the business model canvas, which is a tool for visually mapping out the key components of a business model. It contains 9 blocks that describe the value propositions, infrastructure, customers, finances, and other important elements of how a company operates. The business model canvas helps companies design, discuss, and improve their business model in a structured way.
This document discusses various concepts related to business process modeling including:
- The main components of a business process model including activities, actors, events, flow, and gateways.
- Examples of a leave management process model with activities like completing an application, validating, and deciding.
- Purposes of process models including business process reengineering, quality management, and IT initiatives.
This document provides an overview of service blueprinting and design. It discusses identifying key activities involved in creating and delivering a service, and specifying the linkages between them. It also addresses evaluating service experiences to identify potential failure points or risks, such as excessive wait times, in order to improve service design.
This document discusses e-service quality and usability evaluation methods. It defines e-service quality according to various researchers like Zeithaml and Fassnacht & Koese. Models for evaluating service quality are presented, including SERVQUAL which measures expectations vs perceptions gaps. Usability evaluation methods like heuristic evaluation, cognitive walkthrough, interviews and field studies are also summarized. The cognitive walkthrough procedure is described in detail with example tasks.
This document discusses prototyping for e-service design. It defines what a prototype is and its role in exploring user requirements and usability testing. Different prototyping techniques are described such as screen-based, interactive products, services, and paper, storyboard, facade, sketch, and scenario-based prototypes. Information design and interaction design principles are also covered.
The document provides an overview of tasks for analyzing e-business services, including task analysis, user observation, goal definition, scenario development, and hierarchical task decomposition. Key aspects covered include defining goals, preconditions and postconditions, identifying actors and their roles, describing scenarios as sequences of actions, and breaking down tasks into hierarchical sub-tasks.
This document provides an overview of key concepts in service design, including service concepts, value propositions, customer roles, performance attributes, cost, scenarios, stories, personas, and service visualization. It discusses these concepts across 3 sentences or less and defines some of the core elements of each concept.
This document provides a summary of key concepts in service design, including service concept, value proposition, customer roles, performance attributes, cost, scenario, stories, personas, and service visualization. It defines these terms and discusses how they are used in service design to develop a holistic understanding of services from the customer perspective.
Christmas Decorations_ A Guide to Small Christmas Trees, Candle Centerpieces,...
Transform your home into a festive wonderland this Christmas with our guide to small Christmas trees, elegant candle centerpieces, and unique wreaths for your front door. Discover the perfect small Christmas tree for limited spaces, learn how to create stunning candle centerpieces, and find the best unique wreaths for your front door to welcome guests. Embrace sustainable decorating ideas, personalize your decor, and achieve a cohesive holiday look that spreads joy throughout your home.
How AI is Disrupting Service Industry More Than Design Thinking
Artificial Intelligence (AI) and Design Thinking are two powerful tools that, when used together, can revolutionize the service industry. By combining these approaches, businesses can develop innovative solutions that enhance customer experience, increase efficiency, and drive growth. Here's how AI and Design Thinking are disrupting the service industry
ADANI WILMAR PREDICTS GROWTH IN ITS SALES VOLUME THIS FISCAL YEAr.pptx
Adani Group will surpass these figures and experience a more significant increase in the price value. This will give the conglomerate’s business excellent exposure. It will also be able to recover from the struggle that the company was suffering after the Hindenburg Report Adani.
Research Methodology, Objectives, Types and Significance of Research
Research methodology refers to the systematic, theoretical analysis of the methods applied to a field of study. It comprises the theoretical analysis of the body of methods and principles associated with a branch of knowledge. research is integral to every aspect of business operations. It supports informed decision-making, identifies opportunities and threats, enhances customer understanding, improves efficiency, fosters innovation, aids in strategic planning, refines marketing strategies, manages risk, boosts employee satisfaction, enhances financial performance, and informs policy formulation. This comprehensive understanding and application of research allow businesses to operate more effectively and sustainably in a competitive environment. Research methodology refers to the systematic, theoretical analysis of the methods applied to a field of study. It encompasses the principles, procedures, and techniques used by researchers to collect, analyze, and interpret data. Essentially, research methodology provides the blueprint for the entire research process, ensuring that the study is carried out in a structured, reliable, and valid manner.
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The AI-Powered Side Hustle Transforming Lives: A Dad's Journey to Financial S...
Finding a balance between work, family, and personal well-being can be a daunting challenge. For Micah Johnny, a fitness instructor and father of four, this balance became even more precarious when he lost a significant contract that threatened his family's financial stability. However, through resilience and innovation, Johnny discovered a flexible, AI-powered side hustle that not only stabilized his income but also allowed him to maintain his hectic schedule. This article explores how this side hustle works, its benefits, and how others can leverage similar opportunities.
Discover who your target audience is and reach them
This presentation goes through a number of elements you need to consider when going through the process of identifying your target audience in order to enable to you be able to reach them and sell to them. I go through the importance of customer profiling, along with a number of ways you can discover what they really want, and where they are.
Family/Indoor Entertainment Centers Market: Regulation and Compliance Updates
The global family/indoor entertainment centers market is valued at US$ 41 Bn in 2022 and is projected to exhibit growth at a CAGR of 12.2% and reach US$ 130 Bn by the end of 2032.
With their ubiquitous presence in everyday transactions, credit card payment solution not only facilitate seamless payments but also shape global economic landscapes and consumer behaviors. Visit us at: https://webpays.com/credit-card-payment-solution.html
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
This document summarizes a workshop on creating compelling value propositions. The agenda covers understanding customer value through exercises on customer jobs, pains, and gains. It discusses assessing whether products and services relieve customer pains and create gains. The workshop teaches rebuilding value propositions based on customer insight and crafting effective messaging. Participants work through worksheets and are given a case study example. The goal is to help attendees develop value propositions that clearly communicate why customers should choose their offerings over competitors.
Innovation & Business Model & Business Model Canvas 2014Serdar Temiz
This document discusses business models and the business model canvas. It defines invention as a novel idea and innovation as the commercialization of that idea. The four main types of innovation are described as technology, process, product/service, and business model innovation. The business model canvas is introduced as a tool consisting of nine building blocks: customer segments, value proposition, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document provides examples and questions to consider for each block to help outline a business model.
A talk I gave at Google on Strategy and Product Discovery
We discussed:
Discovering Features and Products (Product Strategy)
Discovering Products and Product Lines (Product Line / Company Strategy)
Marty Cagan: Using High Fidelity Prototypes for Product Discovery
The document discusses the Business Model Canvas framework and its key components for developing a business model. It lists the nine blocks of the Business Model Canvas as Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. For each block there is a brief definition or question provided. The document also includes references to the oxygenaccelerator website and contact information.
The Business Model Canvas was proposed by Alexander Osterwalder. Business Model Canvas helps lean advocates to develop new or document existing business models.
How I apply the Value Proposition Canvas to convince my clients to invest mor...Matina Moreira
This document discusses the Value Proposition Canvas methodology for understanding customers' needs and pains. It introduces the speaker, Matina Moreira, and provides an agenda for the presentation. It then gives an example of using the Value Proposition Canvas for a case study about creating a job finding service for senior professionals. Key aspects of the canvas are explained, including creating a customer profile listing pains, gains, and tasks, and mapping these against potential products and services to find the best fit. The speaker explains how she uses the canvas methodology at the beginning of new projects and with clients to build empathy for customers.
This document provides an excerpt from slides for a 2-3 day professional training on design thinking and innovation management. The slides cover the basics of design thinking, including its origins and nature, how it is portrayed in the media, and how it relates to strategic thinking. Design thinking is presented as a way to take an outside-in perspective focused on customer needs and experiences to drive value creation and innovation. The training is intended to help participants better understand design thinking and apply it to innovating without unrealistic expectations. The facilitator also provides strategy advisory and training on other topics beyond design thinking.
Business Model Canvas (Dr. Htet Zan Linn)Htet Zan Linn
This document provides an overview of the Business Model Canvas, which is a strategic management template used to describe the value proposition, infrastructure, customers, and finances of a business model in order to plan, align management, and monitor success. The Business Model Canvas contains nine blocks that describe key components of a business model including customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure.
Design Thinking & Agile Innovation Workshop combining elements from Design Thinking, Customer Development, Christensen's Jobs to be Done, Osterwalder's Value Proposition Canvas, Javelin Experiment Board, Lean Startup and Paper Prototyping.
The Startup Design Toolkit - a design-thinking approach to startups and produ...Alejandro Rios Peña
When PMs or entrepreneurs tackle a new product venture, they need to acquire and combine skills and tools from the Development, Business and Design fields. In this session, the following topics will be introduced:
- Is there really a formula for new product or startup success?
- What is Design-Thinking and how it is driving innovation around the world?
- Building a Toolkit: a subset of practical tools curated from the Lean Startup, Customer Development, Design-Thinking and other methods, to really help entrepreneurs to accelerate and find a scalable business model.
http://productcampsf.com/proposed-session-a-design-thinking-approach-to-pm-and-startups/
Business Model Canvas explanation and examples from technology, creative, and home products industries:
Cirque Du Soleil Business Model Canvas
Skype Business Model Canvas
Easy Taxi Business Model Canvas
Facebook Business Model Canvas
Kinder Business Model Canvas
Louis Vitton Business Model Canvas
Airbnb Business Model Canvas
Nespresso Business Model Canvas
Netflix Business Model Canvas
Google Search Business Model Canvas
Black Eyed Peas Business Model Canvas
This document outlines steps to find product-market fit, including defining early adopters and determining the best segments to target. It introduces the FOCUS framework, which provides concrete steps to validate goals through product delivery at scale. These steps include finding early adopters, offering tests, currency tests, utility tests, and scaling. The document also describes exercises to declare validation victories, generate new product ideas, role-play customer segments, and score segments to determine which to initially target. The overall aim is to provide a clear path and tools to efficiently test ideas and reach product-market fit.
Business Model Generation: Business Model Canvas + Design ThinkingSiddhant Choudhary
A business model describes the rationale of how an organisation creates, delivers and captures value. This ppt runs you through basics of business model generation.
With this presentation I share my experience as a lean investor and lean startup trainer, a subject that I thoroughly believe in.
However, this approach is not a cure-all. This means that an overwhelming majority of ideas for startups or corporates will fail regardless of how you approach it. My goal is to show you how to find this out as fast as possible and with the least effort. I point out the many pitfalls when working with Lean Startup/Lean Innovation and how to avoid them.
The focus is on how to find out whether you have targeted the right customer segment and if not, how to iterate with problem & solution interviews between the Problem, Solution and the Customer Segment Fields of the Lean Canvas until you have reached the Problem/Solution Fit.
A workshop on Value Proposition Design by Sam Rye from Lifehack & Enspiral.
This workshop takes you through the Value Proposition Canvas, helps you pitch your vision, and lays out a short exercise to make a 2D or 3D prototype of your solution for feedback.
It draws heavily on the content, language and concepts from this book, which we highly recommend you buy if you're serious about (social) entepreneurship or intrapreneurship : https://strategyzer.com/value-proposition-design
The document discusses the Business Model Canvas (BMC), a strategic management template used to describe, design, challenge, and pivot business models. It introduces the BMC framework which includes 9 building blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. The document then provides examples of using the BMC to develop new business models, analyze existing models using patterns, and innovate current models through pivoting different elements.
Ideation is at the heart of the Design Thinking process. Ideation sessions help you to challenge assumptions, think outside the box, and explore uncharted territory. In the ideation phase, you explore and come up with as many ideas as possible.
In this presentation guide, you will learn and develop skills in six types of ideation techniques that can be used in the Design Thinking cycle. They include:
1. Brainstorming
2. 2 x 2 Matrix
3. Dot Voting
4. 6-3-5 Method (Brainwriting)
5. Special Brainstorming (Negative Brainstorming, Figuring Storming, and Bodystorming)
6. NABC (Need, Approach, Benefit and Competition)
This guide provides a means to introduce ideation techniques to your workshop participants other than the traditional brainstorming method. It helps to make your ideation sessions fun and exciting.
LEARNING OBJECTIVES
1. Gain knowledge on the various ideation techniques that can be used in the design thinking cycle.
2. Develop skills in the application of ideation techniques.
3. Understand the expert tips and key learnings of ideation techniques.
CONTENTS
1. Brainstorming
2. 2 x 2 Matrix
3. Dot Voting
4. 6-3-5 Method
5. Special Brainstorming
6. NABC
To download this complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
This document discusses different types of startups and businesses. It begins by distinguishing between small businesses, which serve known customers with known products to generate revenue under $1 million, and scalable startups, which aim to solve unknown customer problems and build large companies generating over $100 million annually.
It then describes the three types of markets that startups can enter: existing markets with known customers and products, new or emerging markets with unknown customer needs, and disruptive markets that require new technologies or business models. Depending on the market type, startups must approach customer development, sales, marketing, and business development differently.
The document emphasizes that startups are temporary organizations that search for a scalable and repeatable business
The Business Model Canvas - Brampton Entrepreneur CentreEhsan Daneshgar
The document provides an overview of the Business Model Canvas workshop held by the Brampton Entrepreneur Centre in January 2016. It discusses how the Business Model Canvas is a strategic tool that helps entrepreneurs define their business model by determining key aspects like customer segments, value propositions, channels, customer relationships, revenue streams, key resources, activities, partnerships, and cost structure. Examples are provided of companies like Google, PayPal, and Lamborghini that achieved success by changing their original business models to better meet customer needs and solve larger problems.
the "Value Proposition Canvas" tool that helps startups and organizations design compelling products and services that customers will buy. It's must have tool if you want to save time and effort in designing your product or service. The best thing is it's visual, practical and is easy to learn. This world class tool was introduced in Alex Osterwalder's top seller book "Value Proposition Design" and is a continuation of the "Business Model Canvas". This excellent visual tool is easy and practical.
Get course discounts and learn more:
www.playtactic.com
This deck explains what the Value Proposition Canvas (aka Designer) is, how it relates to the well-known Business Model Canvas, and what to keep in mind when using it.
Value Proposition Design - Deutsche EinführungDaniel Bartel
alue Proposition Design - die perfekte Ergänzung zu Business Model Generation von Alex Osterwalder, Yves Pigneur, Greg Bernarda und Alan Smith (Strategyzer) - hilft systematisch und mit Hilfe des Customer Developments den Kunden zu verstehen um so Angebote zu erstellen, die die Bedürfnisse des Kunden perfekt bedienen. Wie findet man heraus, was Kunden wirklich wollen?
Durch Tools und Techniken aus der Lean Startup Bewegung hilft Value Proposition Design bei der Herausarbeitung wahrer Kundenbedürfnisse. Nach dem bewährten “Job-to-be-Done”-Ansatz (siehe unten) sowie das Aufspüren der “Pains & Gains” des Nutzers wird Empathie gewonnen. Im nächsten Schritt erfolgt die Gestaltung des Produktes, welches die "Schmerzen" des Kunden löst und die Erwartungen erfüllt. Hierbei helfen Übungen zu Customer Interviews. Denn nur wer den “Mom-Test” besteht, also seine eigene Mutter auch mal "Nein" zur Idee sagt, stellt die richtigen Fragen.
Als “Plug-In” zum Business Model Canvas hilft der Value Proposition Canvas bei der Herausarbeitung des Kundensegmentes als auch des Nutzversprechens – für innovative und erfolgreiche Geschäftsmodelle.
Illustrating Customer Segments & Value Propositions with Ridiculous Toys. An ...Leslie Forman
Illustrating Customer Segments & Value Propositions with Ridiculous Toys. Based on the Business Model Canvas and three years of experience teaching interactive workshops throughout Chile. Originally presented in Chile in 2011, this presentation has been incredibly popular here on SlideShare and I've just updated it with cleaner design and more details about how it can be used to run memorable and fun workshops. Enjoy!
Ever wonder when a customer actually thinks about your product or service? This workshop can help you to determine how to market your services at moments when they do.
This document lists over 40 Geographic Information Systems (GIS) mapping projects from locations around the world. The projects cover a wide range of topics and locations, including world maps, municipal and city mapping, thematic maps, network analysis, environmental studies, interpolation and analysis techniques, and suitability studies for various land uses. Many of the projects analyze locations in Canada, while others cover places in the United States, Central America, Africa, and worldwide.
10 Characteristics of Great Value PropositionsWiley
#VPDesign helps you systematically build products & services that customers want.
For more from the book: https://strategyzer.com/value-proposition-design
Based on Value Proposition Design by Alexander Osterwalder, Yves Pigneur, Greg Bernarda & Alan Smith.
This document presents an automated doctor appointment and management system. It discusses developing a web-based system that allows patients to easily book appointments and for administrators to manage schedules and activities. The objectives are to design a system for doctor appointments that provides easier and faster appointment services. It reviews existing systems and identifies problems such as excessive doctor workloads and lack of user accounts or payment systems. The proposed solution separates doctor and administrator roles, creates user identities, and adds a payment option. The document outlines the development methodology, use cases, entity relationship diagram, tools used, screenshots, testing approaches and results, limitations, future plans, and conclusions.
El Principito visita siete planetas donde conoce personajes extraños, incluyendo un rey vanidoso, un bebedor, y un hombre de negocios obsesionado con contar estrellas. También conoce a un zorro, un farolero solitario, y un geógrafo que nunca ha viajado. Al final, conoce a la serpiente que le inyecta veneno antes de reunirse con el narrador de la historia.
1) The document outlines an outpatient management system project for Yogiji Creations Pvt. Ltd., including an introduction to the company, objectives of the proposed system, existing system limitations, and technical details.
2) It describes the various diagrams created for the system - data flow diagrams, use case diagrams, sequence diagrams, state chart diagrams, class diagrams, and entity relationship diagrams.
3) Screenshots of the interfaces are provided and test cases are described to test functions like login, forgot password, and new user registration.
El documento resume la obra literaria "El Principito" de Antoine de Saint-Exupéry. Resume las características del narrador y del Principito, los planetas que este visitó, los personajes principales y secundarios, y concluye que la obra está dedicada a los niños y contiene inferencias sobre el amor y la amistad.
The document outlines an agenda for a value proposition workshop. The objective is to understand and define a company or project's value proposition. The agenda includes defining what a value proposition is, providing examples, and guiding participants in creating a value proposition canvas to map out their unique value proposition. Activities include identifying customer jobs, pains, gains, products/services, pain relievers, and gain creators. The workshop also compares approaches to competing in red versus blue oceans and provides an example value curve for Cirque du Soleil.
The document discusses user profiles and personas, which are tools used in user-centered design to represent and understand target users. It provides guidance on creating user profiles, including defining a range of user attributes and types of users. Personas are introduced as archetypes of user profiles that make users more relatable. The document outlines how to develop personas through storytelling to foster empathy, and provides examples of persona templates.
Template for the improved Value Proposition Canvas. This version focuses on customer wants, needs and fears and on features, benefits and user experiences.
El documento resume la biografía del escritor francés Antoine de Saint-Exupéry, autor de la famosa novela "El Principito". Brevemente describe su vida y obra más importante, así como los personajes principales y secundarios de "El Principito". Finalmente, cita algunas de las frases célebres de esta obra.
How to Create a Strong Value Proposition Design for B2B - It's all about the ...Daniel Nilsson
You need to stand out in 3 seconds - The competition is fierce and you need to be able to catch interest in less than 3 seconds and then keep it. This is true no matter if you are creating a message for a presentation, the web, a speech or a video.
Most likely you do the following misstakes today
- You start a presentation with a company overview
- You start a presentation about your product
- Your webpage is all about your product
ä You have more then 10 words on your power point slide
Tools the super professionals use will be yours
In this presentation you will learn how to create amazing B2B Value Propositions Designs that will not only say what you need to say but will catch the interest of the person you are trying to reach in a totally new way. I will show you 4 tools that the super professionals use and how to use them.
I created this presentation after doing extensive research on how to create a strong value proposition. The data I have reviewed are from marketing experts, Gartner, reports and my own personal experience creating value propositions.
The purpose of the presentation is to share my conclusions on how to build a strong value proposition.
Please feel welcome to share your thoughts, insights or comments. I love feedback. You can send an email to info@daniel-one.com or visit my webpage www.daniel-one.com. I look forward to hear from you.
Some pictures can be a bit blurry when you view the presentation directly from the web. To view a high quality version of the presentation simply download it. If you have any questions please don't hesitate to contact me at www.daniel-one.com
BUSINESS MODEL & VALUE PROPOSITION MODELSciencehit.by
Андрей Курьян, ведущий ТРИЗ тренер компании «Эпам Системз»
Видео: https://youtu.be/RwDrHZreP5c
------------------------------
В рамках проведения «Научного Хакатона» мы приглашаем вас на митапы, где будут проводиться обучающие и консультационные сессии под руководством экспертов в области науки, бизнеса и ИТ.
У вас будет возможность обсудить задачи, получить экспертную помощь, объявить о вакантных местах в команде и не только.
Присоединяйтесь и решайте научные задачи командами!
Cайт: http://sciencehit.by/hackathon
Регистрация в команды: https://sciencehit.timepad.ru/event/462869/
Brand image is defined as the unique set of associations in customers' minds about what a brand stands for and the promises it implies. It is shaped by interactions between the firm, customers, and brand identity as framed by marketers. A brand is created through continuously developing relationships where customers form differentiated impressions of products and services based on brand exposures. Company image refers to perceptions of the organization itself among various stakeholders, while brand image is specific to products and services. Managing brand image requires understanding how customers experience and perceive the brand.
The document discusses tools and processes for designing and testing business models and value propositions. It describes the Business Model Canvas and Value Proposition Canvas as tools to help create value for businesses and customers. It also discusses using these canvases in an iterative process of design, search, testing and evolution to develop value propositions that customers want.
How to Create Compelling Value Propositions That Turns Prospects into CustomersKissmetrics on SlideShare
The document describes an October 2014 presentation by Alex Osterwalder on creating compelling value propositions. Osterwalder is an entrepreneur and inventor of the Business Model Canvas, a tool used by organizations to visualize and design business models. The presentation provides information on Osterwalder and encourages participants to join the conversation on Twitter.
The document provides an overview of various business model canvas templates and topics related to developing a business model. It includes templates for sections of the business model canvas like customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. It also discusses topics like customer development, mapping customer segments to value propositions, and conceptualizing customer relationships and channels. The templates and discussions are intended to help users think through and detail the components of their business model.
The document discusses business tools and their importance for running businesses. It notes that our current age of anxiety is due to trying to do modern jobs with outdated tools. It then discusses different business modeling tools like the Business Model Canvas and Value Proposition Canvas, explaining what they are used for and how they help conceptualize different aspects of a business like customer segments, value propositions, and key activities. It emphasizes that great business tools should be conceptually sound, have a good user interface, and provide an excellent user experience.
The Pixel Lab 2015 | How does understanding more about my audience affect pro...power to the pixel
The document summarizes key concepts from a workshop on understanding audiences and developing projects. It discusses how mapping an audience's journey and understanding what motivates them affects how a project is developed. The workshop covered tools like the business model canvas and value proposition canvas to help understand audiences and find the fit between a project and audience needs. It emphasizes starting with the audience's perspective rather than the creator's perspective or platform considerations.
Business Model Canvas: nuove strumenti per le aziendeFaberLab
This document outlines the agenda for a workshop on business model design and innovation using new tools for companies. The workshop will introduce the context and new tools for businesses, include a project laboratory session using the Business Model Canvas tool, and end with participants creating their own Personal Business Model Canvas. The document provides background and justification for why business model innovation is needed in an uncertain and changing business environment. It then introduces the Business Model Canvas tool as a way to design, understand, and innovate business models.
The document introduces the Value Proposition Design methodology. It discusses how Value Proposition Design can help organizations overcome common challenges in creating products and services that customers want. It provides an overview of the tools in Value Proposition Design, including the Value Proposition Canvas and how it integrates with the Business Model Canvas. It also discusses how Value Proposition Design can be used to invent new value propositions as well as improve existing ones. The methodology helps manage the process of value proposition design to reduce risk and create alignment across teams.
The document provides an overview of venture design and startup methodologies including design thinking, lean startup, business model canvas, and agile development. It discusses that venture design is a process that involves hypothesizing business assumptions, learning through customer discovery and validation experiments, and iterating the business model. Each methodology has its own techniques for gathering customer insights, defining problems and solutions, testing assumptions, and building business models in an iterative process.
This document provides information about a workshop on using canvases to create a shared product vision and backlog. It introduces various canvases including a product vision board, business model canvas, and product canvas. The product vision board helps capture initial assumptions about the product. The business model canvas helps capture the business model. The product canvas helps create the product backlog and features continuous learning from user feedback. An example of how these canvases could be used for Amazon in 2005 is also provided.
Venture Design Module 3: Engineering Your Business Model (GA)Alex Cowan
This document outlines an agenda for a session on engineering a business model. It discusses using a business model canvas to detail the business model and remaining assumptions. It also discusses designing the right product by pairing learnings from personas and hypotheses with user stories and wireframes for product development and validation. The document provides templates for the business model canvas and discusses various elements of the canvas like customer segments, value propositions, relationships and channels.
The document discusses the key resources section of the Business Model Canvas. It defines key resources as the most important tangible and intangible things needed for a business model to work. Examples of tangible resources include physical assets like factories, human resources like employees, and financial resources like capital. Intangible resources include intellectual property, brands, user bases, and customer trust. The document cautions against getting too granular and stresses the importance of identifying only the essential resources that drive the business model.
The document discusses using the Business Model Canvas and partnership canvas to design business model collaborations through a process that involves understanding opportunities, designing partnership models, comparing alternatives, evaluating options, and conducting value and cost checks. It promotes tools from Business Model Generation and Strategyzer for mapping out key elements of partnerships like customer segments, value propositions, and revenue streams.
Slide del talk tenuto all'interno dell'iniziativa "Rinascita Digitale".
Oggetto del talk: Innovazione del Modello di business, Epicentri di Innovazione, 10 Types of Innovation e alcuni casi reali
Cross the Traction Gap with Lean DiscoveryJavier Rincon
This document outlines an agenda for a workshop on Lean Discovery. The goals of the workshop are to provide an understanding of Lean Discovery principles and processes, provide an actionable Lean Discovery process, and put the process into practice through hands-on activities. The agenda includes introductions, a section on Lean Discovery, hands-on activities, and a wrap-up. Lean Discovery follows the scientific method to test assumptions and discover the best product-market fit through short iterative cycles of building, measuring, and learning.
La comunicazione tra le persone è il primo valore dell’Agile. Trasmettere la vision di un’idea è molto difficile. Attraverso i Canvas è possibile non solo condividere la vision ma anche il viaggio che porterà alla realizzazione dell’intero prodotto.
Adottando i vari Canvas come il Business Model Canvas, il Lean Canvas e il Product Canvas è possibile definire e condividere le ipotesi iniziali, validarle sul mercato misurando i risultati e confrontarle con i risultati attesi. I Canvas quindi non solo ci aiutano nella parte iniziale del progetto ma ci accompagnano per tutto il ciclo di vita del prodotto evolvendo con esso.
Questi concetti non sono strettamente legati al software ma possono essere applicati in contesti differenti.
Durante questo workshop vedremo insieme come, partendo da un’idea, si possa realizzare un prototipo di applicazione mobile in meno di due ore… il tutto sotto forma di gioco.
How to turn a guesstimate business model canvas into a fact-based one, and co...Agile Tour Beirut
The risk of failure is high for businesses trying to get and keep clients, and for startups at any stage. What if there was a way to minimize that risk? The Business Model Canvas is quickly becoming the standard in how business models are designed. But a Business Model Canvas is often based on assumptions. Executing a business model based on assumptions will likely lead to failure. In this workshop/talk, we'll cover an agile step-by-step process to identify those assumptions, validate them, and end up with a business model based on facts. This is an opportunity for leadership teams to really get the essence of using this agile process to maximize their chances of success.
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
The document provides an overview of Customer Development, which is the process startups use to search for a business model. It discusses how startups should test hypotheses about their problem, customer, product, and other business model components by getting out of the building and talking to customers. The Lean LaunchPad process of building a minimum viable product and continuously pivoting based on customer feedback is highlighted. An example is given of a team that conducted customer interviews over 8 weeks and pivoted from an autonomous mowing idea to focus on weeding for organic farmers after determining a bigger problem and opportunity.
Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services.
Shared November 2015 at SleeterCon in Las Vegas, Nevade.
Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services.
Shared November 2015 at SleeterCon in Las Vegas, Nevada.
The document discusses business concept design and testing business ideas. It explains that design involves turning vague ideas into concrete business models and value propositions. Good design uses business model patterns to maximize returns and compete beyond traditional factors. The document also discusses testing business ideas by breaking them into hypotheses that cover risks like customer interest, feasibility of building the idea, and earning money from the idea. Hypotheses are tested through experiments to learn and improve the idea.
The document discusses managing a portfolio of business models and innovation to build an "invincible company". It introduces tools like the Portfolio Map to visualize different business models in terms of risk and return across an explore/exploit continuum. The goal is to balance high-risk exploratory models with more stable exploitative models. It also discusses establishing an innovation culture and regularly reinventing the company's business model to stay ahead of disruption.
1. The document discusses how companies can become "invincible" by constantly reinventing themselves, competing on superior business models, and transcending industry boundaries. It introduces tools from the book like the Culture Map and Portfolio Map to help companies manage business model innovation and establish an innovation culture.
2. The Portfolio Map is used to manage a company's portfolio of business ideas by assessing their expected return, death/disruption risk, and innovation risk to help determine which ideas to explore or exploit.
3. The book provides strategies for companies to compete on business model patterns, establish an ambidextrous culture that balances exploration and exploitation, and manage business model innovation.
Business Model Innovation and Design at TodaiYves Pigneur
The document discusses business model innovation and design. It provides examples of companies that achieved success by focusing on business model innovation rather than just product innovation alone. These companies invented new business models rather than simply copying competitors. The document advocates for business leaders to operate more like surgeons, prototype like designers, and experiment like scientists when innovating business models.
The document discusses business model design thinking and testing models. It emphasizes analyzing business models from the customer perspective using tools like empathy maps. Design thinking principles for business models include prototyping ideas quickly and gaining customer insights to iteratively improve models. Business models should not get attached to initial ideas and should experiment to discover new opportunities.
1. SunEdison's business model involved installing solar panels on large commercial rooftops like shopping centers.
2. Key partners included panel manufacturers. Key activities were panel installation. The value proposition was long-term solar solutions.
3. Revenue streams included purchasing fees from customers over long-term relationships. This model leveraged large commercial rooftops and was scalable.
This document discusses business model innovation. It begins by describing business model environment assessment and patterns. It then discusses service innovation, process innovation, and business model innovation. Examples are given of Flickr innovating its business model. The talk will cover scenario and storytelling, task analysis, prototyping, service blueprints, and process management for service design. It will also discuss measuring innovation and moving from service to business models.
This document discusses business model innovation and design thinking. It introduces the Business Model Canvas, a tool used to systematically describe, challenge, design and invent business models. The canvas breaks down a business model into nine building blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partners, and cost structure. It argues that business leaders need to adopt a design mindset and use tools like the canvas to experiment with new business model ideas through building model prototypes. Successful business models often involve taking risks to experiment rather than trying to prove ideas in advance. The document advocates an ongoing process of research, business model design, and implementing business model prototypes to drive innovation.
This document discusses business model assessment and innovation. It outlines a 3 step process: 1) Scanning competitive forces through industry analysis, 2) Assessing the current business model through a SWOT analysis, and 3) Innovating the business model using blue ocean strategy techniques like the strategy canvas. Key concepts covered include assessing industry pressures, questioning the existing business model, and creating new market spaces through strategic factor elimination and creation.
This document provides an overview of business model design. It discusses three key steps in business model design: visualizing the business model canvas, assessing strengths and weaknesses, and improving opportunities. The business model canvas is used to map out the key partners, activities, offers, customer relationships, customer segments, resources, channels, cost structure, and revenue streams. Business model patterns and examples like the long tail and two-sided markets are also examined. The document emphasizes adopting a design mindset to iteratively improve business models.
The document discusses the business model canvas, which is a tool for visually mapping out the key components of a business model. It contains 9 blocks that describe the value propositions, infrastructure, customers, finances, and other important elements of how a company operates. The business model canvas helps companies design, discuss, and improve their business model in a structured way.
This document discusses various concepts related to business process modeling including:
- The main components of a business process model including activities, actors, events, flow, and gateways.
- Examples of a leave management process model with activities like completing an application, validating, and deciding.
- Purposes of process models including business process reengineering, quality management, and IT initiatives.
This document provides an overview of service blueprinting and design. It discusses identifying key activities involved in creating and delivering a service, and specifying the linkages between them. It also addresses evaluating service experiences to identify potential failure points or risks, such as excessive wait times, in order to improve service design.
This document discusses e-service quality and usability evaluation methods. It defines e-service quality according to various researchers like Zeithaml and Fassnacht & Koese. Models for evaluating service quality are presented, including SERVQUAL which measures expectations vs perceptions gaps. Usability evaluation methods like heuristic evaluation, cognitive walkthrough, interviews and field studies are also summarized. The cognitive walkthrough procedure is described in detail with example tasks.
This document discusses prototyping for e-service design. It defines what a prototype is and its role in exploring user requirements and usability testing. Different prototyping techniques are described such as screen-based, interactive products, services, and paper, storyboard, facade, sketch, and scenario-based prototypes. Information design and interaction design principles are also covered.
The document provides an overview of tasks for analyzing e-business services, including task analysis, user observation, goal definition, scenario development, and hierarchical task decomposition. Key aspects covered include defining goals, preconditions and postconditions, identifying actors and their roles, describing scenarios as sequences of actions, and breaking down tasks into hierarchical sub-tasks.
This document provides an overview of key concepts in service design, including service concepts, value propositions, customer roles, performance attributes, cost, scenarios, stories, personas, and service visualization. It discusses these concepts across 3 sentences or less and defines some of the core elements of each concept.
This document provides a summary of key concepts in service design, including service concept, value proposition, customer roles, performance attributes, cost, scenario, stories, personas, and service visualization. It defines these terms and discusses how they are used in service design to develop a holistic understanding of services from the customer perspective.
Christmas Decorations_ A Guide to Small Christmas Trees, Candle Centerpieces,...Lynch Creek Farm
Transform your home into a festive wonderland this Christmas with our guide to small Christmas trees, elegant candle centerpieces, and unique wreaths for your front door. Discover the perfect small Christmas tree for limited spaces, learn how to create stunning candle centerpieces, and find the best unique wreaths for your front door to welcome guests. Embrace sustainable decorating ideas, personalize your decor, and achieve a cohesive holiday look that spreads joy throughout your home.
How AI is Disrupting Service Industry More Than Design ThinkingBody of Knowledge
Artificial Intelligence (AI) and Design Thinking are two powerful tools that, when used together, can revolutionize the service industry. By combining these approaches, businesses can develop innovative solutions that enhance customer experience, increase efficiency, and drive growth. Here's how AI and Design Thinking are disrupting the service industry
ADANI WILMAR PREDICTS GROWTH IN ITS SALES VOLUME THIS FISCAL YEAr.pptxAdani case
Adani Group will surpass these figures and experience a more significant increase in the price value. This will give the conglomerate’s business excellent exposure. It will also be able to recover from the struggle that the company was suffering after the Hindenburg Report Adani.
Research Methodology, Objectives, Types and Significance of Researchindumathi967565
Research methodology refers to the systematic, theoretical analysis of the methods applied to a field of study. It comprises the theoretical analysis of the body of methods and principles associated with a branch of knowledge. research is integral to every aspect of business operations. It supports informed decision-making, identifies opportunities and threats, enhances customer understanding, improves efficiency, fosters innovation, aids in strategic planning, refines marketing strategies, manages risk, boosts employee satisfaction, enhances financial performance, and informs policy formulation. This comprehensive understanding and application of research allow businesses to operate more effectively and sustainably in a competitive environment. Research methodology refers to the systematic, theoretical analysis of the methods applied to a field of study. It encompasses the principles, procedures, and techniques used by researchers to collect, analyze, and interpret data. Essentially, research methodology provides the blueprint for the entire research process, ensuring that the study is carried out in a structured, reliable, and valid manner.
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The AI-Powered Side Hustle Transforming Lives: A Dad's Journey to Financial S...SOFTTECHHUB
Finding a balance between work, family, and personal well-being can be a daunting challenge. For Micah Johnny, a fitness instructor and father of four, this balance became even more precarious when he lost a significant contract that threatened his family's financial stability. However, through resilience and innovation, Johnny discovered a flexible, AI-powered side hustle that not only stabilized his income but also allowed him to maintain his hectic schedule. This article explores how this side hustle works, its benefits, and how others can leverage similar opportunities.
Discover who your target audience is and reach themQuibble
This presentation goes through a number of elements you need to consider when going through the process of identifying your target audience in order to enable to you be able to reach them and sell to them. I go through the importance of customer profiling, along with a number of ways you can discover what they really want, and where they are.
Family/Indoor Entertainment Centers Market: Regulation and Compliance UpdatesAishwaryaDoiphode3
The global family/indoor entertainment centers market is valued at US$ 41 Bn in 2022 and is projected to exhibit growth at a CAGR of 12.2% and reach US$ 130 Bn by the end of 2032.
With their ubiquitous presence in everyday transactions, credit card payment solution not only facilitate seamless payments but also shape global economic landscapes and consumer behaviors. Visit us at: https://webpays.com/credit-card-payment-solution.html
5. ?How to design attractive value
propositions that sell
in business models that work
6. ?How to design attractive value
propositions that sell …
2014
7. Business Model Canvas
Cost Structure
Key Partnerships
Key Resources
Key Activities Value Propositions Customer
Relationships
Customer
Segments
Revenue Streams
Channels
15
8. The
Business Model Canvas
helps you
create value for your business
The
Value Proposition Canvas
helps you
create value for your customer
zoom out
zoom in
The
External Environment
describes the space
where you create
13
9. The
Business Model Canvas
helps you
create value for your business
The
Value Proposition Canvas
helps you
create value for your customer
zoom out
zoom in
The
External Environment
describes the space
where you create
13
10. The
Business Model Canvas
helps you
create value for your business
The
Value Proposition Canvas
helps you
create value for your customer
zoom out
zoom in
The
External Environment
describes the space
where you create
13
11. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
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.
Progres
10
12. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
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.
Progres
10
1
13. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
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.
Progres
10
1 2
14. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
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.
Progres
10
1 2 3
15. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
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.
Progres
10
1 2 3
17. 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
customer
segments
18. 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
customer
segments
value
proposition
19. 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
customer
segments
value
proposition
distribution
channels
20. 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
customer
segments
value
proposition
distribution
channels
customer
relationship
21. 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
customer
segments
value
proposition
distribution
channels
customer
relationship
revenue streams
22. 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
customer
segments
value
proposition
distribution
channels
customer
relationship
key
resources
revenue streams
23. 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
customer
segments
value
proposition
distribution
channels
customer
relationship
key
activities
key
resources
revenue streams
24. 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
customer
segments
value
proposition
distribution
channels
customer
relationship
key
activities
key
resources
key
partners
revenue streams
25. 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
customer
segments
value
proposition
distribution
channels
customer
relationship
key
activities
key
resources
key
partners
revenue streamscost structure
28. 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 AG
The makers of Business Model Generation and Strategyzer
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
HIGH-END
MACHINE TOOLS
29. 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 AG
The makers of Business Model Generation and Strategyzer
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
BUILDERS
HIGH-END
MACHINE TOOLS
30. 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 AG
The makers of Business Model Generation and Strategyzer
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
BUILDERS
SALES FORCE
HIGH-END
MACHINE TOOLS
31. 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 AG
The makers of Business Model Generation and Strategyzer
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
BUILDERS
SALES FORCE
DIRECT 1-to-1
HIGH-END
MACHINE TOOLS
32. 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 AG
The makers of Business Model Generation and Strategyzer
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
BUILDERS
SALES FORCE
DIRECT 1-to-1
HIGH-END
MACHINE TOOLS
TRANSACTIONAL
SALES
33. 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 AG
The makers of Business Model Generation and Strategyzer
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
BUILDERS
SALES FORCE
DIRECT 1-to-1
HIGH-END
MACHINE TOOLS
TRANSACTIONAL
SALES
MANUFACTURINGPARTNERS
34. 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 AG
The makers of Business Model Generation and Strategyzer
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
BUILDERS
SALES FORCE
DIRECT 1-to-1
HIGH-END
MACHINE TOOLS
TRANSACTIONAL
SALES
MANUFACTURINGPARTNERS
FACTORIES
35. 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 AG
The makers of Business Model Generation and Strategyzer
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
BUILDERS
SALES FORCE
DIRECT 1-to-1
HIGH-END
MACHINE TOOLS
TRANSACTIONAL
SALES
MANUFACTURINGPARTNERS
FACTORIES
BRAND NAME
36. 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 AG
The makers of Business Model Generation and Strategyzer
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
BUILDERS
SALES FORCE
DIRECT 1-to-1
HIGH-END
MACHINE TOOLS
TRANSACTIONAL
SALES
MANUFACTURINGPARTNERS
FACTORIES
BRAND NAME
38. 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)
39. 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
40. Outcome
If 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
41. Outcome
If 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
47. The set of value proposition benefits that you design to attract customers.
Create Observe
The set of customer characteristics that you assume, observe, and verify in the market.
Fit
customer profilevalue map
48. The set of value proposition benefits that you design to attract customers.
Create Observe
The set of customer characteristics that you assume, observe, and verify in the market.
Fit
Outcome
If a Pain reliever or Gain cre
anything, it may not be cre
value. Don't worry if not all
checked – you can't satisfy
yourself, how well does you
tion really fit your Custome
customer profilevalue map
49. The set of value proposition benefits that you design to attract customers.
Create Observe
The set of customer characteristics that you assume, observe, and verify in the market.
Fit
Outcome
If a Pain reliever or Gain cre
anything, it may not be cre
value. Don't worry if not all
checked – you can't satisfy
yourself, how well does you
tion really fit your Custome
customer profilevalue map
50. The set of value proposition benefits that you design to attract customers.
Create Observe
The set of customer characteristics that you assume, observe, and verify in the market.
Fit
Outcome
If a Pain reliever or Gain cre
anything, it may not be cre
value. Don't worry if not all
checked – you can't satisfy
yourself, how well does you
tion really fit your Custome
customer profilevalue map
tells the story of how
you create value for
your customer
55. customer jobs
what customers are
trying to get done
in their work and in
their lives
Job
Custo
conte
may
exam
when
are d
kids i
* The “
Job
It is im
not a
tance
impo
life b
ing to
signifi
insign
other
find a
or be
felt o
often
when
conse
72. l
r
Customers expect and desire a lot from products
and services. Yet, they also know they can’t 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
jury
valu
merc
Are you
addressing
essential
customer
gains?
Are you
addressing
extreme
customer
pains?
Fit
適応
73. l
r
Customers expect and desire a lot from products
and services. Yet, they also know they can’t 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
jury
valu
merc
Are you
addressing
essential
customer
gains?
Are you
addressing
extreme
customer
pains?
Fit
UPFRONT
INVESTMENT BROKEN
TOOLS
THEFT
DELAYS
PENALTY
COSTS
STRESS
TROUVER
EXÉCUTER
CONTRATS
RESPECTER
DÉLAIS
ACCESS TO
NEWEST TOOLS
SAFETY
PROFITABLE
CONTRACTS
PREDICTABLE
COSTS
100%
UPTIME
NO COST FOR
REPAIR AND
REPLACEMENT
ONLINE FLEET
MANAGEMENT
SYSTEM
SOUND COST
MANAGEMENT
ACCESS TO
MODERN FLEET
FLEET
PLANNING
SCHEDULE
IMMEDIATE TOOLREPLACEMENT
SUBSCRIPTION
76. rching for Fit
1Problem-Solution Fit
2Product-Market Fit
3Business Model FitThree kinds of fit
Understanding customers
Design value propositions
77. rching for Fit
1Problem-Solution Fit
2Product-Market Fit
3Business Model FitThree kinds of fit
Understanding customers
Design value propositions
Find the right business model
89. Cost Structure
Key Partnerships
Key Resources Channels
Key Activities Value Propositions Customer
Relationships
Customer
Segments
Revenue Streams
A Movie Theatre’s Business Model
Movie
distributors Run facilities
Immersive
storytelling
experience
Mass market
Theatres
Online
ticketing
Ticket sales
Food & drinks
(margins)
Movie goers
Display
equipmemt
Staff
Rent
Food
distributors
Theatres
(good
location)
Movie rights
Food &
drinks
Source
movies
Going to the Movies
Let us walk through the concepts of the Value Proposition
Canvas with another simple example. Imagine the owner of
a movie theater chain wants to design new value proposi-
tions for his customers.
What drives the movie goer?
comfortable
haven't spent
much money
friends'
reviews not having
missed
something
feeling
included in
the storyorganized
everything in
advance
share with
someone relax
escape real
life
long
commute
get
entertained
learn from
another
place
expensivecrowded,
long queues
story too
complex bad parking
no convenient
show times
hurts my
eyes
waste of
time
limited
options
not able
to get
babysitter
What should the new value
proposition look like?
He could start with
tures and get exci
of big screens, sta
gies, tasty snacks
riences, etc. But of
if customers care
better understand
Traditionally he
graphic profiles of
this time he decide
segmentation with
a customer’s jobs,
?
78
CONCEPT1.3
78
In our ex
in which our movie goer finds
herse
ma
Add contextu
customer profi
The
designing v
90. The kids’ afternoon off Date night
affordable
for group
2 hrs = right
length of
time
kids are
happy and
calm
safe
environment
both enjoyed
moment
leads to
great
conversation
noise in the
room
manage kids
attention
not all kids
are happy
waiting in line
not able to
get babysit-
ter
not intimate
enough
occupy kids
share
moment of
fun
connect with
each other
relax
during busy
weekend
When? Wednesday afternoon When? Saturday evening When? Any time
Personal research
visual story
is easy to
remember
can consult
internet for
more info
lack of light
to take notes
can't capture
and share
can't control
speed
too shallow
for serious
learning
deepen
expertise
show off
knowledge
with friends
accurate
story
91. The kids’ afternoon off Date night
affordable
for group
2 hrs = right
length of
time
kids are
happy and
calm
safe
environment
both enjoyed
moment
leads to
great
conversation
noise in the
room
manage kids
attention
not all kids
are happy
waiting in line
not able to
get babysit-
ter
not intimate
enough
occupy kids
share
moment of
fun
connect with
each other
relax
during busy
weekend
When? Wednesday afternoon When? Saturday evening When? Any time
Personal research
visual story
is easy to
remember
can consult
internet for
more info
lack of light
to take notes
can't capture
and share
can't control
speed
too shallow
for serious
learning
deepen
expertise
show off
knowledge
with friends
accurate
story
92. The kids’ afternoon off Date night
affordable
for group
2 hrs = right
length of
time
kids are
happy and
calm
safe
environment
both enjoyed
moment
leads to
great
conversation
noise in the
room
manage kids
attention
not all kids
are happy
waiting in line
not able to
get babysit-
ter
not intimate
enough
occupy kids
share
moment of
fun
connect with
each other
relax
during busy
weekend
When? Wednesday afternoon When? Saturday evening When? Any time
Personal research
visual story
is easy to
remember
can consult
internet for
more info
lack of light
to take notes
can't capture
and share
can't control
speed
too shallow
for serious
learning
deepen
expertise
show off
knowledge
with friends
accurate
story
93. The kids’ afternoon off Date night
affordable
for group
2 hrs = right
length of
time
kids are
happy and
calm
safe
environment
both enjoyed
moment
leads to
great
conversation
noise in the
room
manage kids
attention
not all kids
are happy
waiting in line
not able to
get babysit-
ter
not intimate
enough
occupy kids
share
moment of
fun
connect with
each other
relax
during busy
weekend
When? Wednesday afternoon When? Saturday evening When? Any time
Personal research
visual story
is easy to
remember
can consult
internet for
more info
lack of light
to take notes
can't capture
and share
can't control
speed
too shallow
for serious
learning
deepen
expertise
show off
knowledge
with friends
accurate
story
94. movie
website
big screen
& surround
sound
ideal for
conversation
ideal for
conversation
home
comfort
intellectually
stimulating
instant
access
no babysitter
needed
intimate
setting
choose time
to go
stress relief
duo seats
advanced
online
booking
home
comfort
largest
library
instant
access
movies on big
screen
movie home
rentals
dinner in
town
spa for
couples
online visual
art exhibit
Open slot for which
potentially very different
value propositions are
competing.
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other
control of
experience
83
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other
95. movie
website
big screen
& surround
sound
ideal for
conversation
ideal for
conversation
home
comfort
intellectually
stimulating
instant
access
no babysitter
needed
intimate
setting
choose time
to go
stress relief
duo seats
advanced
online
booking
home
comfort
largest
library
instant
access
movies on big
screen
movie home
rentals
dinner in
town
spa for
couples
online visual
art exhibit
Open slot for which
potentially very different
value propositions are
competing.
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other
control of
experience
83
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other
96. movie
website
big screen
& surround
sound
ideal for
conversation
ideal for
conversation
home
comfort
intellectually
stimulating
instant
access
no babysitter
needed
intimate
setting
choose time
to go
stress relief
duo seats
advanced
online
booking
home
comfort
largest
library
instant
access
movies on big
screen
movie home
rentals
dinner in
town
spa for
couples
online visual
art exhibit
Open slot for which
potentially very different
value propositions are
competing.
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other
control of
experience
83
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other
101. 3D printing
My Product
ue proposition
Landing page
$1’150
luding a
130
3
Prototype
»
OnlineVideo
Wizard of Oz
n
Product box
Prototypes (MVP)
ctions
concept car
104. The
Business Mod
helps you
create value f
The
Value Propos
helps you
create value f
zoom out
zoom in
The
External Envi
describes the
where you cre
Tools
Where to start
105. Cost Structure
Key Partnerships
Key Resources
Key Activities Value Propositions
e
ition
ype
Channels
Customer
Relationships
Customer
Segments
Revenue Streams
3. adj
technolo
(and resour
ne
Market
Start from a manifes
proposition. In simple
Learn what techn
proposition prototyp
gains. Redesign your
solution to address c
build, measure, learn
. “Push”
value prop-
ess, while
stomer job,
nts many
both as a
d context.
or which you
in, and gain. In
r invention,
d customer
til you find
n circle on
technological
resources
Push vs Pull
106. Cost Structure
Key Partnerships
Key Resources
Key Activities Value Propositions
e
ition
ype
Channels
Customer
Relationships
Customer
Segments
Revenue Streams
3. adj
technolo
(and resour
ne
Market
Start from a manifes
proposition. In simple
Learn what techn
proposition prototyp
gains. Redesign your
solution to address c
build, measure, learn
. “Push”
value prop-
ess, while
stomer job,
nts many
both as a
d context.
or which you
in, and gain. In
r invention,
d customer
til you find
n circle on
technological
resources
Technology
1. solution
(invention, innovation, technology)
2. value
proposition
prototype
3. customer
insights
build
measure
learn
FIND A
PROBLEM
jobs, pains, gains
for starting from a manifest customer job, pain, or gain.
These are two common starting points of many which we
outlined previously p. ## →. Consider both as a viable option
depending on your preferences and context.
Technology Push
Start from an invention, innovation or (technological) resource for which you
develop a value proposition that addresses a customer job, pain, and gain. In
simple terms this is a solution in search of a problem.
Explore value proposition prototypes that are based on your invention,
innovation or (technological) resource with potentially interested customer
segments. Design a dedicated value map for each segment until you find
problem-solution fit. (Read more about the build, measure, learn circle on
page xxx).
114114
Push vs Pull
107. Cost Structure
Key Partnerships
Key Resources
Key Activities Value Propositions
e
ition
ype
Channels
Customer
Relationships
Customer
Segments
Revenue Streams
3. adj
technolo
(and resour
ne
Market
Start from a manifes
proposition. In simple
Learn what techn
proposition prototyp
gains. Redesign your
solution to address c
build, measure, learn
. “Push”
value prop-
ess, while
stomer job,
nts many
both as a
d context.
or which you
in, and gain. In
r invention,
d customer
til you find
n circle on
technological
resources
Push vs PullMarket
1. problem
(jobs, pains, gains)
2. value
proposition
prototype
3. adjust
technology
(and resource)
needs
FIND A
SOLUTION
build
measure
learn
Market Pull
Start from a manifest customer job, pain, or gain for which you design a value
proposition. In simple terms this is a problem in search of a solution.
Learn what technologies and other resources are required for each value
proposition prototype designed to address manifest customer jobs, pains, and
gains. Redesign your value map and adjust resources until you find a viable
solution to address customer jobs, pains, and gains. (Read more about the
build, measure, learn circle on page xxx).
108. I never perfected an invention
that I did not think about in
terms of the service it might
give others... I find out what
the world needs, then I
proceed to invent …
– Thomas Edison
”
“
114. Google Keyword Planner
Learn what’s popular with potential
customers by finding the top five
search terms related to your idea.
How often are they searched for?
Google Trends
Compare three search terms repre-
senting three different trends related
to your idea.
3rd Party Research Reports
Identify three readily available
research reports that can serve you
as a starting point to prepare your
own customer and value proposition
research
Government Census Data,
Worldbank, IMF & more
Identify the (government) data that’s
relevant to your idea and at your
fingertips via the Web.
128128
Google Trends
Google Keyword Planner
Misc. data
Research reports
The data detective
115. Social Media Analytics
Existing companies and brands should:
Identify the shakers and movers
related to their brand on social
media.
Spot the ten most frequently
mentioned positive and negative
things said about them on social
media?
Customer Relationships (CRM)
List the top three questions,
complaints, and requests that you
are getting from your daily interac-
tions with customers (e.g. support)
Tracking Customers on your Website
List the top three ways customer reach
your site (e.g. search, referrals, etc.).
Find the ten most and least popular
destinations on your website.
Data Mining
Existing company should mine their
data to:
Identify three patterns that could be
useful to their new idea.
Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die, Siegel & Davenport (20
Social media analytics
Customer Relationships
Tracking customers on your
website
Data mining
116. terview Your Customers
in insights relevant to your context.
ue Proposition Canvas to prepare interviews and
ss of information that will be coming
u during the interviews process.
Customer Profile
Sketch out the
jobs, pains and
gains you believe
characterize the
customer you are
targeting. Rank
jobs, pains, and
gains in order of
importance.
Interview Outline
Ask yourself what
you want to learn?
Derive the interview
questions from your
customer profile.
Ask about the most
important jobs, pains,
and gains
10 x1
2
Conduct Interview
Conduct the inter-
view by following the
interview ground rules
outlined on the next
spread.
interviews
Capture
Map out the jobs,
pains, and gains you
Make sure you also
capture business
Search for Patterns
Can you discover simi-
lar jobs, pains, and
Wh
a
y
3
4
Synthesize
Make
synthesized customer
profile for ever
customer segment
that emerges from
all your interviews.
Write down
import
sticky
6
7
Review Interview
Assess if you need to
review the interview
51
Customer
profile
2
Interview
outline
3
Conduct
interview
4
Capture
5
Review
interview
6
Search
for patterns
The journalist
117. B2C: Family Homestay
Stay at one of your potential customers’ home for
several days and live with the family. Participate in
daily routines. Learn. What drives them?
B2B: Work Alongside/Consult
Spend time working with or alongside (potential)
customers (e.g. in a consulting engagement).
B2C: Shadow your customers for
Be your (potential) customer’s shadow
them for a day. Write down all the jobs, p
gains you observe. Time stamp them. S
Learn.
B2C: Observe Shopping Behavior
Be your (potential) customer’s shadow
B2C: Family home stay
B2B: Work along side
B2C: Shadow your
customer for a day
B2C: Observe
shopping behaviour
The anthropologist
119. Questions
Is it embedded in a
great business model?
Does it focus on the
most important jobs,
most extreme pains,
and most essential
gains?
Does it focus on unsat-
isfied jobs, unresolved
pains, and unrealized
gains?
Does it concentrate on
only a few pain relievers
and gain creators but
does those extremely
well?
Does it address func-
tional, emotional, and
social jobs all together?
1 2 3 4 51 2 3 4 5
120. Does it align with how
customers measure
success?
Does it focus on jobs,
pains, or gains that a
large number of cus-
tomers have, or for
which a small number
are willing to pay a lot
of money?
Does it differentiate
from competition in a
meaningful way?
Does it outperform
competition substan-
tially on at least one
dimension?
Is it difficult to copy?
6 7 8 9 10
121. Jobs Important Tangible Unsatisfied Lucrative High-value jobs
= 9
= 7
create
value for
corporation
design IT
strategy
Scoring scale: (low) to (high)
Does failing the job
lead to extreme pains?
Does failing the job
lead to missing out on
essential gains?
Can you feel the pain?
Can you see the gain?
Are there unresolved
pains?
Are there unrealized
gains?
Are there many with
this job, pain, or gain?
Are there few willing
to pay a lot?
Focus on the highest
value jobs and related
pains and gains.
Based on initial work by consultancy, Innosight.
Scoring
122. VP Design com
well to MOOCs
executive educ
It performs sim
to the
a much
point.
factors o
progression
path to
expertise
applicable
tools
custom
learning
through easy
navigation
reputation/
brand
free
Compare with competitors
strategy canvas
126. ?
?
?
?
? ?
?
+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.
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
describes
how you
create value
for your
customer
describes
how you
create value
for your
business
Back and forth
127. ?
?
?
?
? ?
?
+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.
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
describes
how you
create value
for your
customer
describes
how you
create value
for your
business
Back and forth
128. ?
?
?
?
? ?
?
+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.
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
describes
how you
create value
for your
customer
describes
how you
create value
for your
business
Back and forth
130. ?
?
?
?
? ?
?
+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.
131. ?
?
?
?
? ?
?
+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.
136. ?
?
?
?
? ?
?
+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.
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
a business model or
a value proposition
might look great
on paper...
137. ?
?
?
?
? ?
?
+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.
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
but really it’s
a set of hypotheses
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
147. 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
148. Business Model Canvas
Cost Structure
Key Partnerships
Key Resources Channels
Key Activities Value Propositions Customer
Relationships
Customer
Segments
Revenue Streams
15
PARTNERS
CONSTRUCTION
COMPANY CEO
LARGE LONG-TERM
CONTRACTS
ONLINE FLEET
MANAGEMENT
SYSTEM
SERVICE FLEET
INVENTORY
157. What people say, and
what people do
are two different things
keep in mind …
158. What people say, and
what people do
are two different things
keep in mind …
159. What people say, and
what people do
are two different things
keep in mind …
160. …interest
Prove th
genuine
Show th
to get them to perform
service (e.g. em
makers
…priorities a
Show which jobs, p
customer and p
they value least. Provide evidence th
features of your val
what really matters to them
…willingness to pay
Provide evidence that potenti
interested enough in the features of
osition to pay. Deliver facts tha
their money where their mouth is.
interest and relevance
priorities and preferences
willingness to pay
Produce evidence with a call-to-action
161. strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
The Value Proposition Canvas
Value Proposition Customer Segment
strategyzer.comThe makers of Business Model Generation and Strategyzer
Copyright Business Model Foundry AG
What needs to be true
for a feature to work
and create value? ->
Hypotheses
SAVE 20% ON
SALES PROCESS
163. customer segment X wants to
save 20% on sales process
talk to 40 potential customers and give
them a trackable link with more information
164. customer segment X wants to
save 20% on sales process
how many of the interviewees
clicked on the follow-up link
talk to 40 potential customers and give
them a trackable link with more information
165. 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
167. A mix of experiments
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customers
Learn how many and how much
Lab studies
Learning prototype/MVP → p. 222
Life-size prototypes → p. 226
Wizard of Oz → p. 223
Anthropologist → p. 114
For 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. 110
For interviews
Detective → p. 108
For data analysis
WHATCUSTOMERSDO
Observetheirbehaviors
WHATCUSTOMERSSAY
Observetheirattitudes
168. A mix of experiments
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customers
Learn how many and how much
Lab studies
Learning prototype/MVP → p. 222
Life-size prototypes → p. 226
Wizard of Oz → p. 223
Anthropologist → p. 114
For 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. 110
For interviews
Detective → p. 108
For data analysis
WHATCUSTOMERSDO
Observetheirbehaviors
WHATCUSTOMERSSAY
Observetheirattitudes
169. A mix of experiments
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customers
Learn how many and how much
Lab studies
Learning prototype/MVP → p. 222
Life-size prototypes → p. 226
Wizard of Oz → p. 223
Anthropologist → p. 114
For 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. 110
For interviews
Detective → p. 108
For data analysis
WHATCUSTOMERSDO
Observetheirbehaviors
WHATCUSTOMERSSAY
Observetheirattitudes
170. A mix of experiments
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customers
Learn how many and how much
Lab studies
Learning prototype/MVP → p. 222
Life-size prototypes → p. 226
Wizard of Oz → p. 223
Anthropologist → p. 114
For 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. 110
For interviews
Detective → p. 108
For data analysis
WHATCUSTOMERSDO
Observetheirbehaviors
WHATCUSTOMERSSAY
Observetheirattitudes
171. A mix of experiments
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customers
Learn how many and how much
Lab studies
Learning prototype/MVP → p. 222
Life-size prototypes → p. 226
Wizard of Oz → p. 223
Anthropologist → p. 114
For 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. 110
For interviews
Detective → p. 108
For data analysis
WHATCUSTOMERSDO
Observetheirbehaviors
WHATCUSTOMERSSAY
Observetheirattitudes
178. Idea Designed Customer Assumptions Validated
Problem Solution Fit
Value Proposition Validated
Product Market Fit
Interest
Validated
Business Model and
Value Proposition
Prototyped
Assesed with
Competitors
Preference
Validated
Willingness to
pay Validated
Business Model
Validated
Business Model Fit
Business Model
Monitoring
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building 269
Measure your progress
179. Idea Designed Customer Assumptions Validated
Problem Solution Fit
Value Proposition Validated
Product Market Fit
Interest
Validated
Business Model and
Value Proposition
Prototyped
Assesed with
Competitors
Preference
Validated
Willingness to
pay Validated
Business Model
Validated
Business Model Fit
Business Model
Monitoring
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building 2691 2 3 4 5 6 7 8 9
Steve Blank
Measure your progress
180. 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 that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 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
4
Insights
& Actions
5
Measure Progress
2
Hypotheses
1 (5)
(re)Shape your
ideas
Progress board
(Kanban)
181. The Progress Board
Business
Hypotheses
!
!
!
!
!
Test: Backlog Test: Build
Invalidated
Unclear Results
Validated
Test: Measure Test: Learn Progress
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
21 43
List the key assumptions that need to be
true for your idea to work. Prioritize the most
critical ones that could kill your business.
The tests and experiments that
you intend to perform
The tests and experiments that are
being planned, designed, or built.
The tests and experiments that are
currently running and collecting data.
The tests and experiments that were
executed, collected data, and are
ready to be analyzed.
Your validation criteria step-by-step.
Back to the drawing board
Iterate or Pivot your design
Design another test, and
learn more before making a decision
Advance to the next step,
move on in your quest to make ideas reality
?
185. Reinvent Yourself Constantly
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
models? Do those changes offer an
opportunity to explore new possibil-
ities or could they be a threat that
might disrupt you?
Is your business model expiring
you need to add new resource
activities? Do the existing ones
opportunity to expand your bu
model? Could you bolster your
business model or should you
completely new ones? Is your b
model portfolio fit for the futur
Continuously
ask
yourself…
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
Is your business model expiring? Do
you need to add new resources or
activities? Do the existing ones offer an
opportunity to expand your business
model? Could you bolster your existing
Today’s enterprise must be agile and
develop what Columbia Business
School Professor Rita McGrath calls
transient advantages in her book The
End of Competitive Advantage. She
to remember when you build transient
:
e exploration of new value
tions and business models
seriously as the execution of
ones.
n continuously experimenting
w value propositions and busi-
odels rather than making big
certain bets.
nt yourself while you are
sful; don’t wait for a crisis to
ou to.
w ideas and opportunities as
s to energize and mobilize
ees and customers rather
risky endeavor.
stomer experiments as a yard-
judge new ideas and oppor-
rather than the opinions of
Continuously
ask
yourself…
267
STRATEGYZER.COM/VPD/EVOLVE
186. Reinvent Yourself Constantly
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
models? Do those changes offer an
opportunity to explore new possibil-
ities or could they be a threat that
might disrupt you?
Is your business model expiring
you need to add new resource
activities? Do the existing ones
opportunity to expand your bu
model? Could you bolster your
business model or should you
completely new ones? Is your b
model portfolio fit for the futur
Continuously
ask
yourself…
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
Is your business model expiring? Do
you need to add new resources or
activities? Do the existing ones offer an
opportunity to expand your business
model? Could you bolster your existing
Today’s enterprise must be agile and
develop what Columbia Business
School Professor Rita McGrath calls
transient advantages in her book The
End of Competitive Advantage. She
to remember when you build transient
:
e exploration of new value
tions and business models
seriously as the execution of
ones.
n continuously experimenting
w value propositions and busi-
odels rather than making big
certain bets.
nt yourself while you are
sful; don’t wait for a crisis to
ou to.
w ideas and opportunities as
s to energize and mobilize
ees and customers rather
risky endeavor.
stomer experiments as a yard-
judge new ideas and oppor-
rather than the opinions of
Continuously
ask
yourself…
267
STRATEGYZER.COM/VPD/EVOLVE
187. Reinvent Yourself Constantly
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
models? Do those changes offer an
opportunity to explore new possibil-
ities or could they be a threat that
might disrupt you?
Is your business model expiring
you need to add new resource
activities? Do the existing ones
opportunity to expand your bu
model? Could you bolster your
business model or should you
completely new ones? Is your b
model portfolio fit for the futur
Continuously
ask
yourself…
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
Is your business model expiring? Do
you need to add new resources or
activities? Do the existing ones offer an
opportunity to expand your business
model? Could you bolster your existing
Today’s enterprise must be agile and
develop what Columbia Business
School Professor Rita McGrath calls
transient advantages in her book The
End of Competitive Advantage. She
to remember when you build transient
:
e exploration of new value
tions and business models
seriously as the execution of
ones.
n continuously experimenting
w value propositions and busi-
odels rather than making big
certain bets.
nt yourself while you are
sful; don’t wait for a crisis to
ou to.
w ideas and opportunities as
s to energize and mobilize
ees and customers rather
risky endeavor.
stomer experiments as a yard-
judge new ideas and oppor-
rather than the opinions of
Continuously
ask
yourself…
267
STRATEGYZER.COM/VPD/EVOLVE
188. Reinvent Yourself Constantly
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
models? Do those changes offer an
opportunity to explore new possibil-
ities or could they be a threat that
might disrupt you?
Is your business model expiring
you need to add new resource
activities? Do the existing ones
opportunity to expand your bu
model? Could you bolster your
business model or should you
completely new ones? Is your b
model portfolio fit for the futur
Continuously
ask
yourself…
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
Is your business model expiring? Do
you need to add new resources or
activities? Do the existing ones offer an
opportunity to expand your business
model? Could you bolster your existing
Today’s enterprise must be agile and
develop what Columbia Business
School Professor Rita McGrath calls
transient advantages in her book The
End of Competitive Advantage. She
to remember when you build transient
:
e exploration of new value
tions and business models
seriously as the execution of
ones.
n continuously experimenting
w value propositions and busi-
odels rather than making big
certain bets.
nt yourself while you are
sful; don’t wait for a crisis to
ou to.
w ideas and opportunities as
s to energize and mobilize
ees and customers rather
risky endeavor.
stomer experiments as a yard-
judge new ideas and oppor-
rather than the opinions of
Continuously
ask
yourself…
267
STRATEGYZER.COM/VPD/EVOLVE
190. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
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.
Progres
10
1 2 3
191. A great value proposition
lives in a sustainable and
profitable business model
1
192. A great value proposition
starts with a deep
understanding of customers
2
193. Creating great value propositions
and profitable business models
requires a design mindset …
3