1. Customer
Segments:
“Who
cares?
What
do
they
care
about?
How
much
do
they
care?”
Value Propositions
Lean
Launchpad:
Therapeu=cs
Lean Launchpad: Digital Health
UCSF Entrepreneurship Center
UCSF
Entrepreneurship
Center
October 1, 2013
October
8,
2013
Karl
Handelsman
Abhas Gupta, MD
Codon
Capital
Mohr Davidow Ventures
@abhasguptamd
Weekly
Office
Hours:
4:30-­‐5:30
before
class

2. Customer
Segments
Value Propositions
Lean Launchpad: Digital Health
This
UCSF Entrepreneurship Center
Next
October 1, 2013
Week
Abhas Gupta, MD
Mohr Davidow Ventures
@abhasguptamd
Week

3. Value Propositions
Lean Launchpad: Digital Health
Customer
Segments
UCSF Entrepreneurship Center
October 1, 2013
CONTEXT
Abhas Gupta, MD
Mohr Davidow Ventures
@abhasguptamd

4. Overview
Move
to
External
Innova=on
Pharma/Large
Biotech/Generic/Specialty
Move
from
Ver=cal
Integra=on
to
Distributed
Opera=ons
CROs
fLean Launchpad: Digital Health
Clinical
or
toxicology,
Outsourced
chemistry,
CMC,
Customer
segments
in
a
given
company
UCSF Entrepreneurship Center
Therapeu=c
Head,
BOctober 1, 2013
usiness
Development,
Internal
Experts
Need
to
iden=fy
the
ten
companies
with
highest
interest
Value Propositions
Abhas Gupta, MD
Mohr Davidow Ventures
@abhasguptamd

5. How does your customer define pains and gains?
Focus
on
internal
roles
at
company
(therapeu=c
head
vs
business)
What
are
the
pains/gains
you
offer
Internal
view
of
how
they
fit
today
and
future
in
your
market
Internal
view
of
what
they
have
covered
External
view
of
“high
impact”
areas
where
they
have
needs
External
view
of
“hot”
areas
Digital Health
Lean Launchpad:
Value Propositions
UCSF Entrepreneurship Center
October 1, 2013
REINFORCE:
Companies
have
divergent
and
conflic=ng
views,
and
they
change
Abhas Gupta, MD
over
=me
Mohr Davidow Ventures
@abhasguptamd

6. Risk
Is
Our
Business
Value Propositions
Lean Launchpad: Digital Health
UCSF Entrepreneurship Center
October 1, 2013
Abhas Gupta, MD
Mohr Davidow Ventures
@abhasguptamd

7. Today
• Value
Proposi=on
Value Propositions
Lean Launchpad: Digital Health
• BMC
evolu=on
Entrepreneurship Center
UCSF
October 1, 2013
Abhas Gupta, MD
• What
is
a
Customer
Segment
Mohr Davidow Ventures
@abhasguptamd

8. You
are
searching
•
•
•
•
•
•
Draw
them
out
Don’t
worry
about
money
Find
out
what
they
care
about
Find
out
why
its
important
Share
something
interes=ng
Ask
them
what
you
are
missing
Value Propositions
Lean Launchpad: Digital Health
UCSF Entrepreneurship Center
October 1, 2013
Abhas Gupta, MD
Mohr Davidow Ventures
@abhasguptamd

9. Mistakes
to
avoid
• Want
to
reach
across
the
job
func=ons
of
your
customer
Value Propositions
– Pharma
example:
Business
Development,
Lean Launchpad: Digital Health
Technology
Scouts,
Therapeu=c
Area
Heads
UCSF Entrepreneurship Center
• Your
approach
is
October 1,pre-­‐compe==ve”
likely
“ 2013
Abhas Gupta, MD
Mohr Davidow Ventures
@abhasguptamd

10. Value Propositions
Lean Launchpad: Digital Health
UCSF Entrepreneurship Center
October 1, 2013
Abhas Gupta, MD
Mohr Davidow Ventures
@abhasguptamd
©
2012
Steve
Blank

11. Revenue
streams
• Lots
of
different
business
models
that
offer
flexibility
to
match
your
opportunity
Value Propositions
• Non-­‐dilu=ve
money:
who
controls
it,
what
do
they
want?
Launchpad: Digital Health
Lean
• No
5
year
hockey
Entrepreneurship Centerfind
significant
UCSF s=ck
plan,
must
October
revenue
in
several
years
1, 2013
– Example:
the
MVP
for
a
therapeu=c
must
drive
a
license
value
greater
than
the
cost,
ul=mately
you
may
pass
on
the
AbhasaGupta, MD to
invest
as
sole
deal
nd
con=nue
owner,
but
you
should
have
the
op=on
Mohr Davidow Ventures
@abhasguptamd

12. The Value Proposition Canvas
Designed for:
On:
Designed by:
Day
Iteration:
Month
Year
No.
Do they…
Which savings would make your customer happy?
Create savings that make your customer happy?
Do something customers are looking for?
(e.g. in terms of time, money and effort, …)
(e.g. good design, guarantees, specific or more features, …)
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or that go
beyond their expectations?
Fulfill something customers are dreaming about?
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. better quality level, more of something, less of something, …)
Copy or outperform current solutions that delight your
customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more services, lower
cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. help big achievements, produce big reliefs, …)
(e.g. quality level, more of something, less of something, …)
Produce positive outcomes matching your customers
success and failure criteria?
How do current solutions delight your customer?
(e.g. specific features, performance, quality, …)
(e.g. better performance, lower cost, …)
Rank each gain according to its relevance to
your customer.
Is it substantial or is it insignificant?
For each gain indicate how often it occurs.
What would make your customer’s job or life easier?
Help make adoption easier?
(e.g. flatter learning curve, more services, lower cost of ownership, …)
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
What positive social consequences does your
customer desire?
Rank each gain your products and services create according to its relevance to your
customer. Is it substantial or insignificant? For each gain indicate how often it occurs.
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
(e.g. makes them look good, produces an increase in power, status, …)
(e.g. good design, guarantees, specific or more features, …)
Gain Creators
Gains
Describe how your products and services create customer gains.
How do they create benefits your customer expects, desires or would be surprised
by, including functional utility, social gains, positive emotions, and cost savings?
Describe the benefits your customer expects, desires or would be surprised by.
This includes functional utility, social gains, positive emotions, and cost savings.
What do customers dream about?
(e.g. big achievements, big reliefs, …)
Value Propositions
Products & Services
List all the products and services your value proposition is built around.
Which products and services do you offer that help your customer get either a
functional, social, or emotional job done, or help him/her satisfy basic needs?
Which ancillary products and services help your customer perform the roles of:
Buyer
(e.g. products and services that help customers compare offers,
decide, buy, take delivery of a product or service, …)
How does your customer measure success and failure?
(e.g. performance, cost, …)
What would increase the likelihood of adopting a solution?
(e.g. lower cost, less investments, lower risk, better quality, performance,
design, …)
Lean Launchpad: Digital Health
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Transferrer
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufactured goods, face-toface customer service), digital/virtual (e.g. downloads, online recommendations),
intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds,
financing services).
Pain Relievers
Rank all products and services according to their importance to your customer.
Are they crucial or trivial to your customer?
Pains
UCSF Entrepreneurship Center
October 1, 2013
Describe how your products and services alleviate customer pains. How do they
eliminate or reduce negative emotions, undesired costs and situations, and risks
your customer experiences or could experience before, during, and after getting
the job done?
Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Describe negative emotions, undesired costs and situations, and risks that your
customer experiences or could experience before, during, and after getting the
job done.
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a headache, …)
How are current solutions underperforming for
your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
(e.g. understanding how things work, difficulties getting things done,
resistance, …)
Customer Job(s)
Describe what a specific customer segment is trying to get done. It could be the tasks
they are trying to perform and complete, the problems they are trying to solve, or the
needs they are trying to satisfy.
What functional jobs are you helping your customer get done?
(e.g. perform or complete a specific task, solve a specific problem, …)
What social jobs are you helping your customer get done?
(e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer get done?
(e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer satisfy?
(e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs ancillary jobs in different roles. Describe the jobs your customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers dispose
of a product, transfer it to others, or resell, …)
Rank each job according to its significance to your customer. Is it
crucial or is it trivial? For each job indicate how often it occurs.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving, outside, …)
What negative social consequences does your
customer encounter or fear?
Make your customers feel better?
Help your customers better sleep at night?
(e.g. kills frustrations, annoyances, things that give them a headache, …)
(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)
Fix underperforming solutions?
Limit or eradicate common mistakes customers make?
(e.g. new features, better performance, better quality, …)
(e.g. usage mistakes, …)
What risks does your customer fear?
Put an end to difficulties and challenges your
customers encounter?
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. make things easier, helping them get done, eliminate resistance, …)
(e.g. lower or no upfront investment costs, flatter learning curve, less
resistance to change, …)
(e.g. big issues, concerns, worries, …)
(e.g. loss of face, power, trust, or status, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
What’s keeping your customer awake at night?
What common mistakes does your customer make?
(e.g. usage mistakes, …)
Rank each pain your products and services kill according to their intensity
for your customer. Is it very intense or very light?
What barriers are keeping your customer from
adopting solutions?
For each pain indicate how often it occurs. Risks your customer experiences or
could experience before, during, and after getting the job done?
Value Proposition
Create one for each Customer Segment in your Business Model
www.businessmodelgeneration.com
Rank each pain according to the intensity it
represents for your customer.
Is it very intense or is it very light.?
For each pain indicate how often it occurs.
(e.g. upfront investment costs, learning curve, resistance to change, …)
Abhas Gupta, MD
Mohr Davidow Ventures
Customer Segment
@abhasguptamd
Use in Conjunction with the Business Model Canvas
Copyright of Business Model Foundry GmbH

13. Customer
Must
Match
MVP
• What
do
they
have
now,
what
creates
a
“must
have”
Value Propositions
• What
is
your
MVP
and
which
customers
Lean Launchpad: Digital Health
should
be
most
interested/less
interested?
UCSF Entrepreneurship Center
– Therapeu=c
emphasis,
pipeline,
strategy
differ
by
October 1, 2013
company
• Your
interviews
can
be
used
to
understand
Abhas Gupta, MD
how
customers
view
each
others
needs
Mohr Davidow Ventures
@abhasguptamd

14. The Value Proposition Canvas
Designed for:
On:
Designed by:
Day
Iteration:
Month
Year
No.
Do they…
Which savings would make your customer happy?
Create savings that make your customer happy?
Do something customers are looking for?
(e.g. in terms of time, money and effort, …)
(e.g. good design, guarantees, specific or more features, …)
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or that go
beyond their expectations?
Fulfill something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. better quality level, more of something, less of something, …)
Copy or outperform current solutions that delight your
customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more services, lower
cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. quality level, more of something, less of something, …)
Produce positive outcomes matching your customers
success and failure criteria?
How do current solutions delight your customer?
(e.g. better performance, lower cost, …)
(e.g. specific features, performance, quality, …)
Help make adoption easier?
Rank each gain according to its relevance to
your customer.
Is it substantial or is it insignificant?
For each gain indicate how often it occurs.
What would make your customer’s job or life easier?
(e.g. flatter learning curve, more services, lower cost of ownership, …)
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
What positive social consequences does your
customer desire?
Rank each gain your products and services create according to its relevance to your
customer. Is it substantial or insignificant? For each gain indicate how often it occurs.
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
Value Propositions
(e.g. makes them look good, produces an increase in power, status, …)
(e.g. good design, guarantees, specific or more features, …)
Gain Creators
Describe how your products and services create customer gains.
How do they create benefits your customer expects, desires or would be surprised
by, including functional utility, social gains, positive emotions, and cost savings?
Products & Services
List all the products and services your value proposition is built around.
Which products and services do you offer that help your customer get either a
functional, social, or emotional job done, or help him/her satisfy basic needs?
Gains
Describe the benefits your customer expects, desires or would be surprised by.
This includes functional utility, social gains, positive emotions, and cost savings.
What do customers dream about?
(e.g. big achievements, big reliefs, …)
How does your customer measure success and failure?
(e.g. performance, cost, …)
What would increase the likelihood of adopting a solution?
(e.g. lower cost, less investments, lower risk, better quality, performance,
design, …)
Lean Launchpad: Digital Health
Which ancillary products and services help your customer perform the roles of:
Buyer
(e.g. products and services that help customers compare offers,
decide, buy, take delivery of a product or service, …)
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Customer Job(s)
Describe what a specific customer segment is trying to get done. It could be the tasks
they are trying to perform and complete, the problems they are trying to solve, or the
needs they are trying to satisfy.
What functional jobs are you helping your customer get done?
(e.g. perform or complete a specific task, solve a specific problem, …)
What social jobs are you helping your customer get done?
(e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer get done?
(e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer satisfy?
Transferrer
(e.g. communication, sex, …)
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
UCSF Entrepreneurship Center
Pain Relievers
Pains
October 1, 2013
Products and services may either by tangible (e.g. manufactured goods, face-toface customer service), digital/virtual (e.g. downloads, online recommendations),
intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds,
financing services).
Rank all products and services according to their importance to your customer.
Are they crucial or trivial to your customer?
Describe how your products and services alleviate customer pains. How do they
eliminate or reduce negative emotions, undesired costs and situations, and risks
your customer experiences or could experience before, during, and after getting
the job done?
Describe negative emotions, undesired costs and situations, and risks that your
customer experiences or could experience before, during, and after getting the
job done.
Do they…
Besides trying to get a core job done, your customer performs ancillary jobs in different roles. Describe the jobs your customer is trying to get done as:
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a headache, …)
How are current solutions underperforming for
your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
Produce savings?
Eliminate risks your customers fear?
(e.g. in terms of time, money, or efforts, …)
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
Make your customers feel better?
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers dispose
of a product, transfer it to others, or resell, …)
Rank each job according to its significance to your customer. Is it
crucial or is it trivial? For each job indicate how often it occurs.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving, outside, …)
What negative social consequences does your
customer encounter or fear?
Help your customers better sleep at night?
(e.g. kills frustrations, annoyances, things that give them a headache, …)
(e.g. understanding how things work, difficulties getting things done,
resistance, …)
Buyer (e.g. trying to look good, gain power or status, …)
(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)
(e.g. loss of face, power, trust, or status, …)
Fix underperforming solutions?
Limit or eradicate common mistakes customers make?
(e.g. new features, better performance, better quality, …)
(e.g. usage mistakes, …)
What risks does your customer fear?
Put an end to difficulties and challenges your
customers encounter?
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. make things easier, helping them get done, eliminate resistance, …)
(e.g. lower or no upfront investment costs, flatter learning curve, less
resistance to change, …)
(e.g. big issues, concerns, worries, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
What’s keeping your customer awake at night?
What common mistakes does your customer make?
(e.g. usage mistakes, …)
Rank each pain your products and services kill according to their intensity
for your customer. Is it very intense or very light?
Abhas Gupta, MD
Mohr Davidow Ventures
For each pain indicate how often it occurs. Risks your customer experiences or
could experience before, during, and after getting the job done?
Value Proposition
Create one for each Customer Segment in your Business Model
Rank each pain according to the intensity it
represents for your customer.
Is it very intense or is it very light.?
For each pain indicate how often it occurs.
What barriers are keeping your customer from
adopting solutions?
(e.g. upfront investment costs, learning curve, resistance to change, …)
Customer Segment
@abhasguptamd
www.businessmodelgeneration.com
Use in Conjunction with the Business Model Canvas
Copyright of Business Model Foundry GmbH

15. The Value Proposition Canvas
Designed for:
On:
Designed by:
Day
Iteration:
Month
Year
No.
Do they…
Which savings would make your customer happy?
Create savings that make your customer happy?
Do something customers are looking for?
(e.g. in terms of time, money and effort, …)
(e.g. good design, guarantees, specific or more features, …)
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or that go
beyond their expectations?
Fulfill something customers are dreaming about?
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. better quality level, more of something, less of something, …)
Copy or outperform current solutions that delight your
customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more services, lower
cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. help big achievements, produce big reliefs, …)
(e.g. quality level, more of something, less of something, …)
Produce positive outcomes matching your customers
success and failure criteria?
How do current solutions delight your customer?
(e.g. specific features, performance, quality, …)
(e.g. better performance, lower cost, …)
Rank each gain according to its relevance to
your customer.
Is it substantial or is it insignificant?
For each gain indicate how often it occurs.
What would make your customer’s job or life easier?
Help make adoption easier?
(e.g. flatter learning curve, more services, lower cost of ownership, …)
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
What positive social consequences does your
customer desire?
Rank each gain your products and services create according to its relevance to your
customer. Is it substantial or insignificant? For each gain indicate how often it occurs.
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
(e.g. makes them look good, produces an increase in power, status, …)
(e.g. good design, guarantees, specific or more features, …)
Gain Creators
Gains
Describe how your products and services create customer gains.
How do they create benefits your customer expects, desires or would be surprised
by, including functional utility, social gains, positive emotions, and cost savings?
Describe the benefits your customer expects, desires or would be surprised by.
This includes functional utility, social gains, positive emotions, and cost savings.
What do customers dream about?
(e.g. big achievements, big reliefs, …)
Value Propositions
Products & Services
List all the products and services your value proposition is built around.
Which products and services do you offer that help your customer get either a
functional, social, or emotional job done, or help him/her satisfy basic needs?
Which ancillary products and services help your customer perform the roles of:
Buyer
(e.g. products and services that help customers compare offers,
decide, buy, take delivery of a product or service, …)
How does your customer measure success and failure?
(e.g. performance, cost, …)
What would increase the likelihood of adopting a solution?
(e.g. lower cost, less investments, lower risk, better quality, performance,
design, …)
Lean Launchpad: Digital Health
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Transferrer
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufactured goods, face-toface customer service), digital/virtual (e.g. downloads, online recommendations),
intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds,
financing services).
Pain Relievers
Rank all products and services according to their importance to your customer.
Are they crucial or trivial to your customer?
Pains
UCSF Entrepreneurship Center
October 1, 2013
Describe how your products and services alleviate customer pains. How do they
eliminate or reduce negative emotions, undesired costs and situations, and risks
your customer experiences or could experience before, during, and after getting
the job done?
Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Describe negative emotions, undesired costs and situations, and risks that your
customer experiences or could experience before, during, and after getting the
job done.
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a headache, …)
How are current solutions underperforming for
your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
(e.g. understanding how things work, difficulties getting things done,
resistance, …)
Customer Job(s)
Describe what a specific customer segment is trying to get done. It could be the tasks
they are trying to perform and complete, the problems they are trying to solve, or the
needs they are trying to satisfy.
What functional jobs are you helping your customer get done?
(e.g. perform or complete a specific task, solve a specific problem, …)
What social jobs are you helping your customer get done?
(e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer get done?
(e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer satisfy?
(e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs ancillary jobs in different roles. Describe the jobs your customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers dispose
of a product, transfer it to others, or resell, …)
Rank each job according to its significance to your customer. Is it
crucial or is it trivial? For each job indicate how often it occurs.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving, outside, …)
What negative social consequences does your
customer encounter or fear?
Make your customers feel better?
Help your customers better sleep at night?
(e.g. kills frustrations, annoyances, things that give them a headache, …)
(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)
Fix underperforming solutions?
Limit or eradicate common mistakes customers make?
(e.g. new features, better performance, better quality, …)
(e.g. usage mistakes, …)
What risks does your customer fear?
Put an end to difficulties and challenges your
customers encounter?
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. make things easier, helping them get done, eliminate resistance, …)
(e.g. lower or no upfront investment costs, flatter learning curve, less
resistance to change, …)
(e.g. big issues, concerns, worries, …)
(e.g. loss of face, power, trust, or status, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
What’s keeping your customer awake at night?
What common mistakes does your customer make?
(e.g. usage mistakes, …)
Rank each pain your products and services kill according to their intensity
for your customer. Is it very intense or very light?
What barriers are keeping your customer from
adopting solutions?
For each pain indicate how often it occurs. Risks your customer experiences or
could experience before, during, and after getting the job done?
Value Proposition
Create one for each Customer Segment in your Business Model
www.businessmodelgeneration.com
Rank each pain according to the intensity it
represents for your customer.
Is it very intense or is it very light.?
For each pain indicate how often it occurs.
(e.g. upfront investment costs, learning curve, resistance to change, …)
Abhas Gupta, MD
Mohr Davidow Ventures
Customer Segment
@abhasguptamd
Use in Conjunction with the Business Model Canvas
Copyright of Business Model Foundry GmbH

16. Last
Weeks
Big
Idea
Strength
of
Value
Proposi3on
Launchpad: DigitalcHealth key
data
is
riteria
of
required
to
displace
UCSF Entrepreneurship Center
October 1, 2013 compe=ng
and
internal
programs
at
every
stage
Value Propositions
Lean
Abhas Gupta, MD
Mohr Davidow Ventures
@abhasguptamd

17. This
Weeks
Big
Idea
You
must
find
a
CUSTOMER
SEGMENT
to
generate
Launchpad: Digital Health every
stage
revenue
at
Value Propositions
Lean
UCSF Entrepreneurship Center
October 1, 2013
Abhas Gupta, MD
Mohr Davidow Ventures
@abhasguptamd

18. Therapeu=c
CUSTOMER
SEGMENT
to
generate
revenue
at
every
stage
18
months
to
create
data
a
customer
segment
values:
Value Propositions
Lean Launchpad: Digital Health
UCSF Entrepreneurship Center
Historically
the
best
outcomes
f2013therapeu=c
October 1, or
entrepreneurs
involved
early
collabora=ons!
You
must
always
have
deal
op=ons,
you
can
Abhas Gupta, MD
choose
another
path.
Davidow Ventures
Mohr
@abhasguptamd

19. Value Propositions
Lean Launchpad: Digital Health
UCSF Entrepreneurship Center
October 1, 2013
My
Contact:
Put
LLP
in
Subject
Line
for
extra
points
KARL@CODONCAPITAL.COM
Abhas Gupta, MD
Mohr Davidow Ventures
@abhasguptamd