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 Value Proposition Canvas vs. The 1-Minute Value Proposition Act: A BETTER...Rod King, Ph.D.
“Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done”
Wouldn’t it be great if we so deeply understand customers that we could accurately predict customers’ adoption, hiring, and buying decisions? Then, no startup or established business would build products, services, and tools that customers do not want or buy. Waste in business and the dismal failure of startups would be eliminated. Newly launched products, services, and tools would achieve Product-Market fit in no time. And … gainful employment, generated income, and standard of living would be higher. But, why do we not have this paradise especially in the world of entrepreneurship and startups?
My main hypothesis is that currently, business management is largely an art the mastery and tacit knowledge of which reside with a few practitioners such as the late Steve Jobs. Business management is still a blackbox: we know what goes in and what comes out of business. However, we have yet to fully figure out and accurately model how the inside of a business’s blackbox interacts with the environment at present as well as in future.
In the past, the main tools for systematically planning, launching, and building products, services, and organizations was the voluminous and rigid business plan. In today’s volatile, uncertain, complex, and ambiguous environment, the voluminous and rigid business plan is increasingly considered inappropriate. New tools are emerging to replace the business plan especially in the world of startups. This article focuses on tools that facilitate the achievement of Product-Market Fit since Product-Market fitness is considered the greatest risk to having a repeatable and scalable business model and consequently, a profitable and enduring organization.
In this presentation, two tools are presented that focus on achieving Product-Market Fit. One is Alexander Osterwalder’s Value Proposition Canvas (VPC) while the other is my 1-Minute Value Proposition Act (VPA). Both the VPC and 1-Minute VPA are modules of a business model (story). The VPC focuses on the “Job-To-Be-Done” as a unit of analysis while the 1-Minute VPA considers a “customer’s trade-off and decision-making” as the unit of analysis.
In the presentation, elements of the VPC and 1-Minute VPA are considered and examined within the context of a case study. The aim is to enable readers which include entrepreneurs and startups to compare and contrast the two tools with a view to making informed decisions while trying to achieve Product-Market Fit for newly launched products, services, and organizations. As the quote at the beginning says: “Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done.”
Your feedback would be greatly appreciated.
Rod.
The lecture on Value Proposition Canvas Part A explains why the concept is of so much importance especially to first time entrepreneurs.
Startups sustainability requires in-depth understanding of the target customers. Failing at this stage will have costly repercussions for the entrepreneur and his business.
Part A discuss the Value Proposition Canvas definition, value proposition examples, and how Value Proposition Canvas is different than Business Slogans.
The Value Proposition Canvas vs. The 1-Minute Value Proposition Act: A BETTER...Rod King, Ph.D.
“Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done”
Wouldn’t it be great if we so deeply understand customers that we could accurately predict customers’ adoption, hiring, and buying decisions? Then, no startup or established business would build products, services, and tools that customers do not want or buy. Waste in business and the dismal failure of startups would be eliminated. Newly launched products, services, and tools would achieve Product-Market fit in no time. And … gainful employment, generated income, and standard of living would be higher. But, why do we not have this paradise especially in the world of entrepreneurship and startups?
My main hypothesis is that currently, business management is largely an art the mastery and tacit knowledge of which reside with a few practitioners such as the late Steve Jobs. Business management is still a blackbox: we know what goes in and what comes out of business. However, we have yet to fully figure out and accurately model how the inside of a business’s blackbox interacts with the environment at present as well as in future.
In the past, the main tools for systematically planning, launching, and building products, services, and organizations was the voluminous and rigid business plan. In today’s volatile, uncertain, complex, and ambiguous environment, the voluminous and rigid business plan is increasingly considered inappropriate. New tools are emerging to replace the business plan especially in the world of startups. This article focuses on tools that facilitate the achievement of Product-Market Fit since Product-Market fitness is considered the greatest risk to having a repeatable and scalable business model and consequently, a profitable and enduring organization.
In this presentation, two tools are presented that focus on achieving Product-Market Fit. One is Alexander Osterwalder’s Value Proposition Canvas (VPC) while the other is my 1-Minute Value Proposition Act (VPA). Both the VPC and 1-Minute VPA are modules of a business model (story). The VPC focuses on the “Job-To-Be-Done” as a unit of analysis while the 1-Minute VPA considers a “customer’s trade-off and decision-making” as the unit of analysis.
In the presentation, elements of the VPC and 1-Minute VPA are considered and examined within the context of a case study. The aim is to enable readers which include entrepreneurs and startups to compare and contrast the two tools with a view to making informed decisions while trying to achieve Product-Market Fit for newly launched products, services, and organizations. As the quote at the beginning says: “Customers Deserve the Best Products, Services, and Tools to Help Them Delightfully Get Their Jobs Done.”
Your feedback would be greatly appreciated.
Rod.
The lecture on Value Proposition Canvas Part A explains why the concept is of so much importance especially to first time entrepreneurs.
Startups sustainability requires in-depth understanding of the target customers. Failing at this stage will have costly repercussions for the entrepreneur and his business.
Part A discuss the Value Proposition Canvas definition, value proposition examples, and how Value Proposition Canvas is different than Business Slogans.
Business Model Innovation and Design at TodaiYves Pigneur
This talk aims at presenting the Business Model Canvas for designing, assessing and challenging business models. Business model innovation and industry changes will be illustrated with examples such as Nespresso, SunEdisson, and AirBnB. Design thinking attitude will also be emphasized for exploring and prototyping business models. Finally, the synergy between the business model canvas, lean startup and customer development will be briefly presented for testing business models.
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.
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.
Running a Value Proposition Design Workshop as Part of Product DiscoveryPhilipp Engel
Most digital product companies are in a state of transformation, actively adopting or maturing their flavor of an agile development model. Such continuous change, even inevitable, is really hard. There is no “one-size-fits-all” solution as every company has their own values, unique culture, history, and products. Such transformations often end up as “experimentation on an organizational scale”. No doubt, product delivery orgs will get better and more focused on iteratively developing better code more often, released by autonomously working “squads” (cross-functional product teams) which are connected through guilds, tribes, release trains, or something similar. Deliverables will also get more consistent through centralized “Design Systems” teams and UI frameworks. But the key question that can get lost, or at least can get more difficult to address in all this “factory optimization” is “Do customers and user actually care?”. Are new features, products, and services valuable to them?
This talk introduces “Value Proposition Design” (following the "Value Proposition Design" book and templates from "Strategizer") as a simple yet powerful tool for UX designers and product managers to retain this focus on customers, users, and what is valuable to them. It can be applied in a simple workshop format with cross-functional groups, which makes it easy to sell and inject it into any (messy) organizational setup to steer complex decision making processes. This workshop format will be discussed in a hands-on manner from a practical example. Bundled together with learnings and insights around practical facilitation it aims to lower the barriers to go and run such a workshop yourself. The final discussion looks at how this method fits into the larger operational model of a company (e.g. into "product discovery") and how to make it repeatable and scalable.
Business Framework Value Proposition PowerPoint Presentation SlidesSlideTeam
Are you preparing to give PowerPoint presentation on business framework value proposition? Not finding the right designs and graphics? No worries! We present you, our predesigned and content ready business framework value proposition PowerPoint presentation templates. This customer value proposition PPT presentation will be useful for middle-level management to define company’s internal strategy to the senior level. It includes company overview, product, and services, elevator pitch, problem areas, find a solution, value proposition product & services, company revenue model & expense model. It also includes company’s growth strategy, competitive landscape, two product comparison, SWOT analysis, business shareholders pattern etc. Want to make PPT slides on business strategy, value proposition, personal value proposition, company values, customer value proposition framework, value proposition model and value marketing, employee value proposition, strategic management, value proposition model. You can deploy this value-focused enterprise model presentation. Download business framework value proposition PowerPoint presentation slides now. Get everyone to come to an agreement with our Business Framework Value Proposition PowerPoint Presentation Slides. It helps identify disputed aspects.
Visually Integrating Porter’s 5 Forces of Competition with the Business Model...Rod King, Ph.D.
The Business Model Canvas is a tool that illustrates how a business creates and delivers value as well as makes money. However, a Business Model Canvas presents a worm’s eye view of a business so that the context or Environment is not shown on the Business Model Canvas. Nevertheless, the Business Model Canvas (worm’s eye view) and Business Model Environment (bird’s eye view) can be presented on a single page; see page 201 of the book, “Business Model Generation” by Alexander Osterwalder and Yves Pigneur.
In describing the Business Model Environment of the Business Model Canvas, the literature has focused on 4 “Global Forces” of the Macro-Environment: Industry Ecosystem (IE); Market Ecosystem (ME); Key Trends & Complementors (KTC); Macro-Economic Influencers (MEI). However, we have yet to come across a one-page worksheet that simultaneously illustrates the Business Model Canvas and Business Model Environment. Consequently, some people find it difficult to concurrently analyze the fitness between a business model and its environment.
This presentation (http://goo.gl/1uinUW) uniquely presents a modular worksheet that contains the Business Model Canvas and Business Model Environment. Consequently, one can simultaneously analyze a business model and its global environment especially with a view to determining environmental fitness of a business model. Although its boundaries are fluid, the Business Model Environment largely acts as a constraint to the growth of a business model. According to “Constructionists,” a Business Model Environment mostly determines whether a nascent business model thrives or dies. However, “Reconstructionists” such as Blue Ocean Strategists believe that a Blue Ocean business model can create an uncontested market space and subsequently, redefine market boundaries and industries that make competitors irrelevant.
To determine the chances of a business model thriving or dying in an existing industry (Red Ocean), it’s imperative to analyze industry attractiveness especially using Porter’s 5 Forces of Competition or “Industry Forces.” Industry Attractiveness Analysis can be enhanced by combining the diagram for Porter’s 5 Forces and the Business Model Canvas. Such an integrated diagram can be used to determine the competitive advantage of a business model.
In the presentation below, a diagram is presented which seamlessly integrates Porter’s 5 Forces and the Business Model Canvas. The resulting one-page modular worksheet is referred to as the Global Business Model (GBM) Canvas. Note that GBM Canvas also refers to the one-page modular worksheet that combines the 4 Global Forces with the Business Model Canvas. The objective of a GBM Canvas is to provide a single page that facilitates seeing both the big picture and details of a business model. In summary, the GBM Canvas facilitates comprehensive internal and external analyses of a business model.
From Idea to Business with Lean Startup & the Progress Board Strategyzer
This deck shows how you get from idea to business by using the business model canvas and lean startup methodologies. It introduces the Progress Board, a new tool that brings it all together.
Business Model Generation Value Proposition PowerPoint Presentation SlidesSlideTeam
If cracking the business deal with your best shot is on your mind, then go forward with this amazing PowerPoint presentation that not only offers the best graphics but also compiles information in a presentable manner. The one stop solution, when it comes to compiling of text and graphic is Business Model Generation Value Proposition PowerPoint Presentation Slides. Presentation layout can be customized as per the topic you need to address in the meeting. The business model generation PPT slide helps deliver the content and maintain a record of the same in the best possible manner. To the point and crisp information is conveyed which a perfect roadmap for the financial years by business model PowerPoint PPT. May it be revenue model, swot analysis or business model, planning or comparison, every core issue is addressed by wonderful mix of colored graphs and graphics in presentation slides. For business model visionaries, the PPT are a game changer and strive to map, design and test different strategies. Delve into all the facts involved with our Business Model Generation Value Proposition PowerPoint Presentation Slides. It helps investigate the issue.
Customer Value Proposition by Derek HendrikzDerek Hendrikz
Customer value proposition by Derek Hendrikz works with CVP in terms of product, service, people, results, communication and experience. Customer service excellence and business relationship development models and the relationship / profitability ratio is dealt with. Slides end with the rules for CRM (customer relations management). www.derekhendrikz.com
Customer Journey Mapping 2.0: Best Practices for Creating Differentiated Expe...G3 Communications
Access the full event here: https://event.on24.com/wcc/r/1830314/96CA67060DE107FBB5BB20AE05F86E56
"Let’s face it, customers don’t care about ""omnichannel"" - they just want a seamless and unified experience relevant to their needs. To meet customer expectations, retailers must consider the entire customer journey in their acquisition and retention strategies to optimize life time value. In this session, we will explore how to use customer journey mapping to design differentiated experiences across all customer-facing channels and share best practices for achieving a truly unified and seamless retail approach.
During this webinar we will discuss:
• The importance of customer journey mapping in today's retail world
• When and how to use customer journey mapping
• Architecting your customer journey map - the structure, data and process "
A Business DNA Map of the Business Model CanvasRod King, Ph.D.
This is a presentation that features an all-in-one tool for Business Model Innovation, Strategic Planning, and Performance Management. In business today, there are hundreds of tool. However, many of these tools are complex, disparate, and difficult to use. The Business DNA Map provides a visual plaftorm for presenting all planning tools. The Business DNA Map uses a visual story (narrative) framework to integrate the disparate tools of Business Model Innovation, Strategic Planning, and Performance Management.
This deck consists of total of thirty four slides. It has PPT slides highlighting important topics of Customer Journey Powerpoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
The Pixel Lab 2015 | How does understanding more about my audience affect pro...power to the pixel
There’s so much a producer can do these days: create, finance, promote and distribute content across multiple platforms, media and channels. No longer do you have to rely on someone else’s ‘shop window’ to get your content seen. But in doing so we have to take responsibility for finding, connecting and activating audiences. Understanding context is key. It helps make content more engaging and relevant; it helps you weave your output into the lives of your users. However, it’s easy to paint a rosy picture of their attitude towards our offerings and the quality of the experience we provide. Mapping user journeys is a great way of realising the potential of your output reaching its intended audience. But how do we map the journey without turning it into a fairy tale?
Business Model Innovation and Design at TodaiYves Pigneur
This talk aims at presenting the Business Model Canvas for designing, assessing and challenging business models. Business model innovation and industry changes will be illustrated with examples such as Nespresso, SunEdisson, and AirBnB. Design thinking attitude will also be emphasized for exploring and prototyping business models. Finally, the synergy between the business model canvas, lean startup and customer development will be briefly presented for testing business models.
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.
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.
Running a Value Proposition Design Workshop as Part of Product DiscoveryPhilipp Engel
Most digital product companies are in a state of transformation, actively adopting or maturing their flavor of an agile development model. Such continuous change, even inevitable, is really hard. There is no “one-size-fits-all” solution as every company has their own values, unique culture, history, and products. Such transformations often end up as “experimentation on an organizational scale”. No doubt, product delivery orgs will get better and more focused on iteratively developing better code more often, released by autonomously working “squads” (cross-functional product teams) which are connected through guilds, tribes, release trains, or something similar. Deliverables will also get more consistent through centralized “Design Systems” teams and UI frameworks. But the key question that can get lost, or at least can get more difficult to address in all this “factory optimization” is “Do customers and user actually care?”. Are new features, products, and services valuable to them?
This talk introduces “Value Proposition Design” (following the "Value Proposition Design" book and templates from "Strategizer") as a simple yet powerful tool for UX designers and product managers to retain this focus on customers, users, and what is valuable to them. It can be applied in a simple workshop format with cross-functional groups, which makes it easy to sell and inject it into any (messy) organizational setup to steer complex decision making processes. This workshop format will be discussed in a hands-on manner from a practical example. Bundled together with learnings and insights around practical facilitation it aims to lower the barriers to go and run such a workshop yourself. The final discussion looks at how this method fits into the larger operational model of a company (e.g. into "product discovery") and how to make it repeatable and scalable.
Business Framework Value Proposition PowerPoint Presentation SlidesSlideTeam
Are you preparing to give PowerPoint presentation on business framework value proposition? Not finding the right designs and graphics? No worries! We present you, our predesigned and content ready business framework value proposition PowerPoint presentation templates. This customer value proposition PPT presentation will be useful for middle-level management to define company’s internal strategy to the senior level. It includes company overview, product, and services, elevator pitch, problem areas, find a solution, value proposition product & services, company revenue model & expense model. It also includes company’s growth strategy, competitive landscape, two product comparison, SWOT analysis, business shareholders pattern etc. Want to make PPT slides on business strategy, value proposition, personal value proposition, company values, customer value proposition framework, value proposition model and value marketing, employee value proposition, strategic management, value proposition model. You can deploy this value-focused enterprise model presentation. Download business framework value proposition PowerPoint presentation slides now. Get everyone to come to an agreement with our Business Framework Value Proposition PowerPoint Presentation Slides. It helps identify disputed aspects.
Visually Integrating Porter’s 5 Forces of Competition with the Business Model...Rod King, Ph.D.
The Business Model Canvas is a tool that illustrates how a business creates and delivers value as well as makes money. However, a Business Model Canvas presents a worm’s eye view of a business so that the context or Environment is not shown on the Business Model Canvas. Nevertheless, the Business Model Canvas (worm’s eye view) and Business Model Environment (bird’s eye view) can be presented on a single page; see page 201 of the book, “Business Model Generation” by Alexander Osterwalder and Yves Pigneur.
In describing the Business Model Environment of the Business Model Canvas, the literature has focused on 4 “Global Forces” of the Macro-Environment: Industry Ecosystem (IE); Market Ecosystem (ME); Key Trends & Complementors (KTC); Macro-Economic Influencers (MEI). However, we have yet to come across a one-page worksheet that simultaneously illustrates the Business Model Canvas and Business Model Environment. Consequently, some people find it difficult to concurrently analyze the fitness between a business model and its environment.
This presentation (http://goo.gl/1uinUW) uniquely presents a modular worksheet that contains the Business Model Canvas and Business Model Environment. Consequently, one can simultaneously analyze a business model and its global environment especially with a view to determining environmental fitness of a business model. Although its boundaries are fluid, the Business Model Environment largely acts as a constraint to the growth of a business model. According to “Constructionists,” a Business Model Environment mostly determines whether a nascent business model thrives or dies. However, “Reconstructionists” such as Blue Ocean Strategists believe that a Blue Ocean business model can create an uncontested market space and subsequently, redefine market boundaries and industries that make competitors irrelevant.
To determine the chances of a business model thriving or dying in an existing industry (Red Ocean), it’s imperative to analyze industry attractiveness especially using Porter’s 5 Forces of Competition or “Industry Forces.” Industry Attractiveness Analysis can be enhanced by combining the diagram for Porter’s 5 Forces and the Business Model Canvas. Such an integrated diagram can be used to determine the competitive advantage of a business model.
In the presentation below, a diagram is presented which seamlessly integrates Porter’s 5 Forces and the Business Model Canvas. The resulting one-page modular worksheet is referred to as the Global Business Model (GBM) Canvas. Note that GBM Canvas also refers to the one-page modular worksheet that combines the 4 Global Forces with the Business Model Canvas. The objective of a GBM Canvas is to provide a single page that facilitates seeing both the big picture and details of a business model. In summary, the GBM Canvas facilitates comprehensive internal and external analyses of a business model.
From Idea to Business with Lean Startup & the Progress Board Strategyzer
This deck shows how you get from idea to business by using the business model canvas and lean startup methodologies. It introduces the Progress Board, a new tool that brings it all together.
Business Model Generation Value Proposition PowerPoint Presentation SlidesSlideTeam
If cracking the business deal with your best shot is on your mind, then go forward with this amazing PowerPoint presentation that not only offers the best graphics but also compiles information in a presentable manner. The one stop solution, when it comes to compiling of text and graphic is Business Model Generation Value Proposition PowerPoint Presentation Slides. Presentation layout can be customized as per the topic you need to address in the meeting. The business model generation PPT slide helps deliver the content and maintain a record of the same in the best possible manner. To the point and crisp information is conveyed which a perfect roadmap for the financial years by business model PowerPoint PPT. May it be revenue model, swot analysis or business model, planning or comparison, every core issue is addressed by wonderful mix of colored graphs and graphics in presentation slides. For business model visionaries, the PPT are a game changer and strive to map, design and test different strategies. Delve into all the facts involved with our Business Model Generation Value Proposition PowerPoint Presentation Slides. It helps investigate the issue.
Customer Value Proposition by Derek HendrikzDerek Hendrikz
Customer value proposition by Derek Hendrikz works with CVP in terms of product, service, people, results, communication and experience. Customer service excellence and business relationship development models and the relationship / profitability ratio is dealt with. Slides end with the rules for CRM (customer relations management). www.derekhendrikz.com
Customer Journey Mapping 2.0: Best Practices for Creating Differentiated Expe...G3 Communications
Access the full event here: https://event.on24.com/wcc/r/1830314/96CA67060DE107FBB5BB20AE05F86E56
"Let’s face it, customers don’t care about ""omnichannel"" - they just want a seamless and unified experience relevant to their needs. To meet customer expectations, retailers must consider the entire customer journey in their acquisition and retention strategies to optimize life time value. In this session, we will explore how to use customer journey mapping to design differentiated experiences across all customer-facing channels and share best practices for achieving a truly unified and seamless retail approach.
During this webinar we will discuss:
• The importance of customer journey mapping in today's retail world
• When and how to use customer journey mapping
• Architecting your customer journey map - the structure, data and process "
A Business DNA Map of the Business Model CanvasRod King, Ph.D.
This is a presentation that features an all-in-one tool for Business Model Innovation, Strategic Planning, and Performance Management. In business today, there are hundreds of tool. However, many of these tools are complex, disparate, and difficult to use. The Business DNA Map provides a visual plaftorm for presenting all planning tools. The Business DNA Map uses a visual story (narrative) framework to integrate the disparate tools of Business Model Innovation, Strategic Planning, and Performance Management.
This deck consists of total of thirty four slides. It has PPT slides highlighting important topics of Customer Journey Powerpoint Presentation Slides. This deck comprises of amazing visuals with thoroughly researched content. Each template is well crafted and designed by our PowerPoint experts. Our designers have included all the necessary PowerPoint layouts in this deck. From icons to graphs, this PPT deck has it all. The best part is that these templates are easily customizable. Just click the DOWNLOAD button shown below. Edit the colour, text, font size, add or delete the content as per the requirement. Download this deck now and engage your audience with this ready made presentation.
The Pixel Lab 2015 | How does understanding more about my audience affect pro...power to the pixel
There’s so much a producer can do these days: create, finance, promote and distribute content across multiple platforms, media and channels. No longer do you have to rely on someone else’s ‘shop window’ to get your content seen. But in doing so we have to take responsibility for finding, connecting and activating audiences. Understanding context is key. It helps make content more engaging and relevant; it helps you weave your output into the lives of your users. However, it’s easy to paint a rosy picture of their attitude towards our offerings and the quality of the experience we provide. Mapping user journeys is a great way of realising the potential of your output reaching its intended audience. But how do we map the journey without turning it into a fairy tale?
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.
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
Building Invincible Companies With Effective Business Portfolio Management
Alex will discuss how you can manage a portfolio of products successfully. How can you invent new business models (explore), improve existing ones (exploit), and manage them all across the organization (manage)? How should you visualize your business model portfolio, in order to be prepared for the future?
You will learn how to map the exploration of new business ideas and test them in a simple and practical way. You will learn how to manage and improve the businesses and products you already have, understand how much profit existing business models generate and point out any synergies/conflicts between your models.
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.
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.
My slide about Business Design & Business Model Canvas used in the event "STARTUP IS MY WAY".
This is a 1-day event for students and young entrepreneurs hosted by H-FARM (6th of December 2016).
Similar to How to Create Compelling Value Propositions That Turns Prospects into Customers (20)
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During this webinar, Tom Robertshaw, Ecommerce Evangelist at Space 48, will take you through how to factor in customer retention in all areas of the business. Whether this is improving auditing and improving website user experience or through identifying targetted email campaign opportunities.
You’ll learn:
A wide range of opportunities for re-engaging with customers
Different ways to evaluate your website performance and customer satisfaction
How to prioritise the newly identified opportunities so that you can take the next step and test them
Real-life examples of how our customers have increased revenues through successful customer retention strategies
Understanding your customer psychographics without surveys or spending a lot ...Kissmetrics on SlideShare
Customer psychographics don't have to come from expensive third party tools. There’s a way to learn about your customers affinity groups, purchase behaviors, and interests – without running a survey and without spending money.
In this webinar, You’ll learn:
How to use your customer list to understand your audience’s interests without surveying
An advanced method for getting meaningful psychographic information out of Facebook
Ways to leverage newfound psychographic insights, from content strategy to copywriting to product development
Plus, we’ll give all attendees a spreadsheet of US psychographic benchmarks to compare to your own insights.
Is your onboarding email series costing you? Not seeing enough trials turn into paying customers? Onboarding is tough to get right: what do you send? To who? And when? What do you need to do to get leads coming back and taking action?
In this webinar, Joel Klettke, conversion copywriter to SaaS and B2B businesses at Business Casual Copywriting, will show you how smart companies are using email to turn more trials into paying customers and reduce churn.
You'll learn:
How to plan an onboarding series, including what to send and when
Practical tips anyone can apply to improve open rates and clicks
4+ different types of emails to incorporate into your onboarding series
How to leverage behavioral insights to make your emails more effective (and convert more leads!)
Messenger Marketing & Chatbots: How To 10x Sales & Leads Before Your CompetitorsKissmetrics on SlideShare
Communication has changed. We’re rapidly expanding beyond email and into messaging. As a society, it’s where we have our most meaningful conversations.
Facebook Messenger is the fastest growing channel in the world. With 1.3B users, it’s already larger than Instagram, Twitter, and Pinterest combined. It’s also the only channel of this magnitude that isn’t saturated with marketers (yet). But why? Herein lies the secret of this webinar.
With all eyes and dollars aimed at building chatbots for customer service, we’re going to teach you how to use them to scale customer acquisition, generate more revenue, and get ahead of your competitors.
In this webinar Samir ElKamouny, co-founder of Fetch & Funnel, will show you exactly how modern marketers are using Facebook Messenger & Chatbots to increase sales and leads at a fraction of the cost.
- What messenger marketing is, and the role of chatbots
- The most impactful acquisition strategies and use cases
- How to build a new subscriber list, AND get 10x results over email from your existing list
- How to get a 40x bottom of funnel ROAS
- 3 powerful chatbots that are easy to implement and will produce exceptional results, applicable to nearly every business
- Which messenger bot platform is best for your business
Data-Driven Storytelling: How To Use Qualitative and Quantitative Insights To...Kissmetrics on SlideShare
What exactly constitutes "good" content? Is it content that goes viral? Is it content that gets a ton of shares and views? Sure, all of those things are great if they happen, but content is only as good as the goals it helps you and your team achieve.
As marketers, you already know that so much content is being created daily and that yours needs to stand out for it to even attempt to make a lasting impression. In order to achieve this, you need to know what the members of your audience are looking for in the content they consume. Then you have to apply art and science to craft a compelling story, measure adequately, and use this content in each department of your company.
In this webinar, Brittni Kinney, VP at Influence & Co., will dive into the identifiers of good content, discuss what kinds of insights are helpful in creating a content story that speaks to your audience, and explain how to use this content to achieve the various goals of your company.
You'll learn:
The art and science of storytelling
How to use qualitative and quantitative insights to inform your content
How content can fuel your business and how various departments can use the content you create
Facebook News Feed Armageddon Survival Guide: 10 Hacks To Stay Alive This YearKissmetrics on SlideShare
On January 12, Facebook declared organic post reach dead for pages.
It’s time to seriously re-think our Facebook and social media strategy. Big time.
In our webinar with Larry Kim, he will highlight the top 10 strategies you must deploy this year to survive the Facebook News Feed Armageddon.
You'll learn:
What Facebook engagement loopholes still work and which ones are dead
Unusual Hacks to connect with Facebook Users without using ads or the news feed
Important new Social Media Marketing strategies for 2018 and beyond
How to build a framework for customer empathy: Learning from a company that d...Kissmetrics on SlideShare
Developing customer empathy is a critical part of any Growth team, while quantitative data allows us to understand the what, qualitative insights are key to reveal why people behave the way they do with your product.
In this webinar, Thibault Imbert, head of Growth for Adobe, Creative Cloud will show you how to develop such a framework to build an empathetic product organization.
You'll learn:
The differences between qualitative and quantitative and how they complement each other
Why building a community of active users and what you can learn from them
How to scale by automating feedback collection through various channels and campaigns
How to structure your team and put this data in the center of your product development
If you have a digital product, you are fully aware that your business is defined by your important behavioral segments. Organizing your prospects and customers around how they interact with your site and product is essential for organizing your growth activities.
From an analytical perspective, understanding what makes these important segments tick is crucial for making the decisions that drive their growth. More importantly, however, is the ability to take actions off these groups to actually drive growth behaviors. And this is why we built Kissmetrics Populations.
Join us for this webinar to learn all about how to operationalize your behavioral data with Kissmetrics Populations. Specifically, you will learn how to:
Create the right Populations for your business
Gather important insights about any Population
“Operationalize” your Populations to drive growth
Are you underutilizing email marketing and marketing automation? The chances are that you're only scratching the surface of what's possible. The customer lifecycle should be your primary focus when looking to communicate with your customers and you need to map out the key touchpoints to effectively target customers with relevant messages and offers.
99% of retailers are merely doing the basics with email marketing automation. In this webinar, Philip Storey, Founder and CEO of Enchant Agency, will show you how to kick-start your customer lifecycle with email and help you become one of the 1% winning at email marketing.
You’ll learn:
The fundamentals of the customer lifecycle
Why email marketing is still the most effective channel for nurturing customer relationships
The importance of really listening to your customers
How to map out your customer lifecycle for email
How to create new interactions that generate revenue and improve the customer experience
Great lifecycle email examples from top brands across different industries
Get on the bus with your prospects and join their journey to become your cust...Kissmetrics on SlideShare
Getting your prospects to pay attention is one thing and getting them to buy is a long way from that. Understanding the customer journey and reacting in the right way, at the right time is key to solid customer acquisition.
In this webinar, you'll learn how to use Kissmetrics to spot key trends in the journey, define segments that matter and target those segments with the right messages at the right time--to win their business.
You’ll learn how to use Kissmetrics to:
Segment your audience to focus on the prospects that matter the most
Target your best segments with the help of Kissmetrics
Engage your best segments at the most impactful time to win their business
With 6,000+ tools to choose from, marketers are experiencing a "Stackapocalypse." Cut through the nightmare of choice with our ultimate growth marketing stack, proven to work seamlessly together to turn leads into conversions at scale.
Join Kissmetrics and Effin Amazing in this upcoming webinar to learn:
The tool stack that drove record-breaking growth for Effin Amazing's clients
How to integrate your stack for maximum marketing impact and minimum effort
Cool stack use cases including data enrichment, lead scoring, and workflow automation
Video marketing is the most effective form of online advertising and can be a powerful driver for your sales organization. In this webinar, Charlotte Broadbent, the Director of Marketing at Lemonlight, will demonstrate the tops ways to successfully use video to guide your consumers through the sales funnel and the analytics you need to pay attention to.
You'll learn:
Top three ingredients to include in your video to turn website visitors into customers
The KPIs you need to focus on to measure your success throughout your sales cycle
Average engagements rates when using a video instead of text
Which types of videos are most successful throughout your buyer's journey
In many ways, customer engagement has become the most important metric for any modern software business.
Not too long ago the software marketers job was to optimize the funnel for impression, traffic and pipeline generation and it usually ended when a sale closed. Corks were popped and parties were thrown. But to a modern software marketer, this old funnel looks like something out of Mad Men.
Today the modern marketer or growth hacker needs to optimize the funnel for lifetime value. And it requires a dramatically different process and approach to growing your business.
In this webinar, Sean Ellis and Brian Kelly will be showing you how to:
Find you North Star Metric, which will help you increase true value to your customers
Identify your greatest opportunities for sustainable growth
Set up a growth process based on experimentation
Analyze your customer behavior and increase customer engagement
E-Commerce Promotion 101: How to Use Non-Intrusive Popups to Generate More Sa...Kissmetrics on SlideShare
If you’re like most e-commerce owners, you’re familiar with popups. And if you are, chances are you’re using them to capture and convert more leads for your site. But did you know there’s a much more effective way to use them?
In this exclusive training, Emil Kristensen, CMO and Co-founder at Sleeknote will walk you through how many of biggest movers and shakers in e-commerce are using popups to increase revenue—and how you can, too.
You’ll learn:
How one e-commerce site increased their opt-in rate by 512.5% (that’s not a typo)
A simple but powerful way to turn casual site visitors into happy customers (hint: it involves your checkout.)
How to design intelligent popups that guide your visitors to EXACTLY what they’re looking for on your site (a previous attendee said “it’s like having a virtual employee.”)
What to NEVER do when using popups (if you get this wrong, Google will penalize your site)
How to gently nudge site visitors to make better purchasing decisions using “page-specific popups.” (Once you see what others sites are doing, you’ll NEVER go back to your old way of using popups.)
Advanced Content Marketing and SEO: Higher Rankings and More Traffic in Less ...Kissmetrics on SlideShare
You’ve been at this content thing for a while and you’re busier than ever. But your traffic is stuck at the same levels. You’re working more for the same results you got last year.
It’s time to adapt. To go beyond the basics. To take a more advanced approach to your content. We’re going to teach you to get more traffic in less time.
Turn your day-to-day email communication into high ranking articles
Delegate using tools, outsourcing and virtual assistants
Get your older content to rank like champions
Find the pages on your site that are already ready to rank
This presentation is really for marketers with 5+ years of content marketing experience. But beginners will get value too. If you know where you’re going, you’ll get there faster.
Plus, we'll be giving away 5 copies of Content Chemistry to webinar participants. This is the illustrated handbook for content marketing. Here's why content marketers call it the "must-have guide to content creation"
"Andy’s approach to content creation is extremely practical; he teaches how to create brand-building and customer-converting content as efficiently and as cost-effectively as possible. I highly recommend Content Chemistry to anyone who needs new ideas for growing revenue and brand awareness through digital channels."
7 Pitfalls That Will Ruin Your Analytics Data and Prevent You from Getting An...Kissmetrics on SlideShare
We all want that insight that will 2x our revenue or bump up our conversion rate by 20%. Before you can get that though, you need to have accurate data that you can actually trust.
In this webinar, Ruben Ugarte, founder of Practico Analytics will show you the most common mistakes that companies make when they are setting up their analytics tools. Some of these mistakes might not seem important in the beginning but they will become obvious 6 months after your implementation.
You'll learn:
Why you need a plan before you ever write a single line of code and how skipping this almost guarantees you will fail.
How a little detail like event names can make your data a joy or a pain to work with.
Why adding more tools isn't always better despite how fun it may seem.
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
Core Web Vitals SEO Workshop - improve your performance [pdf]Peter Mead
Core Web Vitals to improve your website performance for better SEO results with CWV.
CWV Topics include:
- Understanding the latest Core Web Vitals including the significance of LCP, INP and CLS + their impact on SEO
- Optimisation techniques from our experts on how to improve your CWV on platforms like WordPress and WP Engine
- The impact of user experience and SEO
When most people in the industry talk about online or digital reputation management, what they're really saying is Google search and PPC. And it's usually reactive, left dealing with the aftermath of negative information published somewhere online. That's outdated. It leaves executives, organizations and other high-profile individuals at a high risk of a digital reputation attack that spans channels and tactics. But the tools needed to safeguard against an attack are more cybersecurity-oriented than most marketing and communications professionals can manage. Business leaders Leaders grasp the importance; 83% of executives place reputation in their top five areas of risk, yet only 23% are confident in their ability to address it. To succeed in 2024 and beyond, you need to turn online reputation on its axis and think like an attacker.\
Key Takeaways:
- New framework for examining and safeguarding an online reputation
- Tools and techniques to keep you a step ahead
- Practical examples that demonstrate when to act, how to act and how to recover
The What, Why & How of 3D and AR in Digital CommercePushON Ltd
Vladimir Mulhem has over 20 years of experience in commercialising cutting edge creative technology across construction, marketing and retail.
Previously the founder and Tech and Innovation Director of Creative Content Works working with the likes of Next, John Lewis and JD Sport, he now helps retailers, brands and agencies solve challenges of applying the emerging technologies 3D, AR, VR and Gen AI to real-world problems.
In this webinar, Vladimir will be covering the following topics:
Applications of 3D and AR in Digital Commerce,
Benefits of 3D and AR,
Tools to create, manage and publish 3D and AR in Digital Commerce.
For too many years marketing and sales have operated in silos...while in some forward thinking companies, the two organizations work together to drive new opportunity development and revenue. This session will explore the lessons learned in that beautiful dance that can occur when marketing and sales work together...to drive new opportunity development, account expansion and customer satisfaction.
No, this is not a conversation about MQLs and SQLs. Instead we will focus on a framework that allows the two organizations to drive company success together.
It's another new era of digital and marketers are faced with making big bets on their digital strategy. If you are looking at modernizing your tech stack to support your digital evolution, there are a few can't miss (often overlooked) areas that should be part of every conversation. We'll cover setting your vision, avoiding siloes, adding a democratized approach to data strategy, localization, creating critical governance requirements and more. Attendees will walk away with actions they can take into initiatives they are running today and consider for the future.
Short video marketing has sweeped the nation and is the fastest way to build an online brand on social media in 2024. In this session you will learn:- What is short video marketing- Which platforms work best for your business- Content strategies that are on brand for your business- How to sell organically without paying for ads.
10 Video Ideas Any Business Can Make RIGHT NOW!
You'll never draw a blank again on what kind of video to make for your business. Go beyond the basic categories and truly reimagine a brand new advanced way to brainstorm video content creation. During this masterclass you'll be challenged to think creatively and outside of the box and view your videos through lenses you may have never thought of previously. It's guaranteed that you'll leave with more than 10 video ideas, but I like to under-promise and over-deliver. Don't miss this session.
Key Takeaways:
How to use the Video Matrix
How to use additional "Lenses"
Where to source original video ideas
Videos are more engaging, more memorable, and more popular than any other type of content out there. That’s why it’s estimated that 82% of consumer traffic will come from videos by 2025.
And with videos evolving from landscape to portrait and experts promoting shorter clips, one thing remains constant – our brains LOVE videos.
So is there science behind what makes people absolutely irresistible on camera?
The answer: definitely yes.
In this jam-packed session with Stephanie Garcia, you’ll get your hands on a steal-worthy guide that uncovers the art and science to being irresistible on camera. From body language to words that convert, she’ll show you how to captivate on command so that viewers are excited and ready to take action.
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
Mastering Local SEO for Service Businesses in the AI Era is tailored specifically for local service providers like plumbers, dentists, and others seeking to dominate their local search landscape. This session delves into leveraging AI advancements to enhance your online visibility and search rankings through the Content Factory model, designed for creating high-impact, SEO-driven content. Discover the Dollar-a-Day advertising strategy, a cost-effective approach to boost your local SEO efforts and attract more customers with minimal investment. Gain practical insights on optimizing your online presence to meet the specific needs of local service seekers, ensuring your business not only appears but stands out in local searches. This concise, action-oriented workshop is your roadmap to navigating the complexities of digital marketing in the AI age, driving more leads, conversions, and ultimately, success for your local service business.
Key Takeaways:
Embrace AI for Local SEO: Learn to harness the power of AI technologies to optimize your website and content for local search. Understand the pivotal role AI plays in analyzing search trends and consumer behavior, enabling you to tailor your SEO strategies to meet the specific demands of your target local audience. Leverage the Content Factory Model: Discover the step-by-step process of creating SEO-optimized content at scale. This approach ensures a steady stream of high-quality content that engages local customers and boosts your search rankings. Get an action guide on implementing this model, complete with templates and scheduling strategies to maintain a consistent online presence. Maximize ROI with Dollar-a-Day Advertising: Dive into the cost-effective Dollar-a-Day advertising strategy that amplifies your visibility in local searches without breaking the bank. Learn how to strategically allocate your budget across platforms to target potential local customers effectively. The session includes an action guide on setting up, monitoring, and optimizing your ad campaigns to ensure maximum impact with minimal investment.
Mastering Multi-Touchpoint Content Strategy: Navigate Fragmented User JourneysSearch Engine Journal
Digital platforms are constantly multiplying, and with that, user engagement is becoming more intricate and fragmented.
So how do you effectively navigate distributing and tailoring your content across these various touchpoints?
Watch this webinar as we dive into the evolving landscape of content strategy tailored for today's fragmented user journeys. Understanding how to deliver your content to your users is more crucial than ever, and we’ll provide actionable tips for navigating these intricate challenges.
You’ll learn:
- How today’s users engage with content across various channels and devices.
- The latest methodologies for identifying and addressing content gaps to keep your content strategy proactive and relevant.
- What digital shelf space is and how your content strategy needs to pivot.
With Wayne Cichanski, we’ll explore innovative strategies to map out and meet the diverse needs of your audience, ensuring every piece of content resonates and connects, regardless of where or how it is consumed.
In this presentation, Danny Leibrandt explains the impact of AI on SEO and what Google has been doing about it. Learn how to take your SEO game to the next level and win over Google with his new strategy anyone can use. Get actionable steps to rank your name, your business, and your clients on Google - the right way.
Key Takeaways:
1. Real content is king
2. Find ways to show EEAT
3. Repurpose across all platforms
The session includes a brief history of the evolution of search before diving into the roles technology, content, and links play in developing a powerful SEO strategy in a world of Generative AI and social search. Discover how to optimize for TikTok searches, Google's Gemini, and Search Generative Experience while developing a powerful arsenal of tools and templates to help maximize the effectiveness of your SEO initiatives.
Key Takeaways:
Understand how search engines work
Be able to find out where your users search
Know what is required for each discipline of SEO
Feel confident creating an SEO Plan
Confidently measure SEO performance
SEO Master Class - Steve Wiideman, Wiideman Consulting Group
How to Create Compelling Value Propositions That Turns Prospects into Customers
1. How to Create Compelling Value
Propositions That Turn
Prospects into Customers
October 2014 Presentation
Alex Osterwalder, Co-Founder strategyzer.com
3. Alexander Osterwalder - Strategyzer.com - @alexosterwalder
Alex is an entrepreneur, speaker and business model innovator.
Together with Professor Yves Pigneur he invented the Business
Model Canvas, a practical tool to visualize, challenge and (re-) invent
business models. The Canvas is used by leading organizations
around the world, like GE, P&G, Ericsson, and 3M.
Alex is a frequent keynote speaker and has held guest lectures in top
universities around the world, including Stanford, Berkeley, MIT,
IESE and IMD.
4. Join Alex on Twi!er
@AlexOsterwalder #KISSwebinar
6. 10m
or 1b+
The Business Model Canvas
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The Business Model Canvas
Designed for: Designed by: Date: Version:
Key Partners Key Activities Value Propositions Customer Segments
Key Partners Customer Relationships
Key Activities Value Propositions Customer Segments
Channels
Gains
Revenue Streams
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
Gains
Copyright Business Model Foundry AG
Designed for: Designed by: Date: Version:
Key Partners Key Activities Value Propositions Customer Segments
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Copyright Business Model Foundry AG
Designed for: Designed by: Date: Version:
Key Partners Key Activities Value Propositions Customer Segments
Channels
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Copyright Business Model Foundry AG
Designed for: Designed by: Date: Version:
Key Partners Key Activities Value Propositions Customer Segments
Copyright Business Model Foundry AG
search execution
The Business Model Canvas
Designed for: Designed by: Date: Version:
Key Partners Key Activities Value Propositions Customer Segments
Channels
Gains
Revenue Streams
Key Resources
Cost Structure
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
Copyright Business Model Foundry AG
design testing
The Business Model Canvas
Revenue Streams
Key Resources
Cost Structure
Customer Relationships
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
com
Gain Creators
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The makers of Busines Model Generation and Strategyzer strategyzer.com
Channels
Key Resources
Cost Structure
Customer Relationships
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
com
Gain Creators
Pain Relievers Pains
Products
& Services
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The Value Proposition Canvas
Value Proposition Customer Segment
The makers of Busines Model Generation and Strategyzer strategyzer.com
Revenue Streams
Key Resources
Cost Structure
Customer Relationships
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
com
Gain Creators
Pain Relievers Pains
Products
& Services
Customer
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The Value Proposition Canvas
Value Proposition Customer Segment
The makers of Busines Model Generation and Strategyzer strategyzer.com
The Business Model Canvas
Revenue Streams
Key Resources
Cost Structure
Customer Relationships
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
com
Gain Creators
Pain Relievers Pains
Products
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Value Proposition Customer Segment
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Channels
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Key Resources
Cost Structure
Customer Relationships
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
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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
com
Gain Creators
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14. The Business Model Canvas
Designed for: Designed by: Date: Version:
Key Partners Key Activities Value Propositions Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Customer Relationships
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
tells the story of how
you create, deliver,
and capture value (for
your organization)
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
15. The Business Model Canvas
Designed for: Designed by: Date: Version:
Key Partners Key Activities Value Propositions Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Customer Relationships
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
16. The Business Model Canvas
Designed for: Designed by: Date: Version:
Key Partners Key Activities Value Propositions Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Customer Relationships
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
17. The Business Model Canvas
Designed for: Designed by: Date: Version:
Key Partners Key Activities Value Propositions Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Customer Relationships
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
18. The Business Model Canvas
Designed for: Designed by: Date: Version:
Key Partners Key Activities Value Propositions Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Customer Relationships
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
19. The Business Model Canvas
Designed for: Designed by: Date: Version:
Key Partners Key Activities Value Propositions Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Customer Relationships
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
20. 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
zooming into the value proposition
The Business Model Canvas
Designed for: Designed by: Date: Version:
Key Partners Key Activities Value Propositions Customer Segments
Channels
Revenue Streams
Key Resources
Cost Structure
Customer Relationships
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
21. A VALUE PROPOSITION …
describes the benefits
customers can expect from
your products and services
22. Create Observe
The set of value proposition benefits that you design to attract customers.
The set of customer characteristics that you assume, observe, and verify in the market.
Fit
Outcome
If a Pain reliever or Gain creator anything, it may not be creating value. Don't worry if not all checked – you can't satisfy yourself, how well does your really fit your Customer?
value map customer profile
24. customer jobs
what customers are trying
to get done in their work
and in their lives
task to perform, problem to solve, needs to satisfy
Job context
Customer context may impose example, when are driving kids is Job importance
It is important not all important life because, to significant insignificant other find a or because felt or often, when consequences.
26. The focus should be on
what jobs customers
are trying to get done.
– Tony Ulwick, Founder Strategyn
“
”
27.
28. Job context
Customer context may impose example, when are driving kids is Job importance
It is important not all important life because, to significant insignificant other find a or because felt or often, when consequences.
What are the jobs-to-be-done
of a potential Tesla
buyer?
Upper Middle
Class Male
$100k+ Income
commute
to work
personal
mobility
be different
from others
occasional
long dist.
trip
convey an
image of
success
in sync with
personal
values
29. The can customer ǃɲ What does much ǃɲ What are that ǃɲ How your missing, annoy ǃɲ What your getting certain ǃɲ What customers afraid ǃɲ What they or awfully ǃɲ What’s E.g. worries?
ǃɲ What make? way?
ǃɲ What from investment their customer pains
describe bad outcomes,
risks, and obstacles
related to customer jobs
30. The can customer ǃɲ What does much ǃɲ What are that ǃɲ How your missing, annoy ǃɲ What your getting certain ǃɲ What customers afraid ǃɲ What they or awfully ǃɲ What’s E.g. worries?
ǃɲ What make? way?
ǃɲ What from investment their What are the pains of
Tesla buyer? (i.e. his
problems, risks,
obstacles, frustrations…)
lack of
charging
stations
accident
and harm
buy before
price drop
fear of
dead
battery
laughed at
lack of
space
commute
to work
frequent
charging
above
average
maintenance
aircon
draining
battery
Upper Middle
Class Male
$100k+ Income
personal
mobility
be different
from others
occasional
long dist.
trip
convey an
image of
success
in sync with
personal
values
31. The can customer ǃɲ Which happy? money ǃɲ What would ǃɲ How what ǃɲ What easier? curve, ǃɲ What customers good, ǃɲ What searching or ǃɲ What they relief ǃɲ How failure? or ǃɲ What of lower quality?
Link xxx
customer gains
describe the more or less
expected benefits the
customers are seeking
32. The can customer ǃɲ Which happy? money ǃɲ What would ǃɲ How what ǃɲ What easier? curve, ǃɲ What customers good, ǃɲ What searching or ǃɲ What they relief ǃɲ How failure? or ǃɲ What of lower quality?
Link xxx
What are the gains a
Tesla buyer wants? (e.g.
required or desired
outcomes and benefits)
design
high-end
battery
tech
brand
find my way recognition
(gps)
compliments
from friends
range of
250km to
350km
self-driving
seating 4-5
perform like
a sports car
high safety
ratings
Upper Middle
Class Male
$100k+ Income
commute
to work
personal
mobility
be different
from others
occasional
long dist.
trip
convey an
image of
success
in sync with
personal
values
lack of
charging
stations
accident
and harm
buy before
price drop
fear of
dead
battery
laughed at
lack of
space
frequent
charging
above
average
maintenance
aircon
draining
battery
33. The can customer ǃɲ Which happy? money ǃɲ What would ǃɲ How what ǃɲ What easier? curve, ǃɲ What customers good, ǃɲ What searching or ǃɲ What they relief ǃɲ How failure? or ǃɲ What of lower quality?
Link xxx
Which jobs REALLY
matter to customers?
Upper Middle
Class Male
$100k+ Income
commute
to work
personal
mobility
be different
from others
occasional
long dist.
trip
convey an
image of
success
in sync with
personal
values
range of
250km to
350km
lack of
charging
stations
accident
and harm
buy before
price drop
fear of
dead
battery
laughed at
lack of
space
frequent
charging
above
average
maintenance
aircon
draining
battery
design
high-end
battery
tech
brand
find my way recognition
(gps)
compliments
from friends
self-driving
seating 4-5
perform like
a sports car
high safety
ratings
34. The can customer ǃɲ Which happy? money ǃɲ What would ǃɲ How what ǃɲ What easier? curve, ǃɲ What customers good, ǃɲ What searching or ǃɲ What they relief ǃɲ How failure? or ǃɲ What of lower quality?
Link xxx
convey an
image of
success
personal
mobility
commute
to work
be different
from others
in sync with
personal
values
occasional
long dist.
trip
design
range of
250km to
350km
perform like
a sports car
high-end
battery
tech
brand
recognition
compliments
from friends
high safety
ratings
frequent
charging
fear of
dead
battery
accident
and harm
laughed at
lack of
space
aircon
draining
battery
Upper Middle
Class Male
$100k+ Income
Which jobs REALLY
matter to customers?
37. ! REMEMBER
your solution is not part
of the customer profile!
38. com
Gain Creators
Gains
Pain Relievers Pains
Products
& Services
Customer
Job(s)
The Value Proposition Canvas
Value Proposition Customer Segment
Copyright Business Model Foundry AG
The makers of Business Model Generation and Strategyzer strategyzer.com
40. products & services
A list of all the products
and services a value
proposition is built around
41. The can customer ǃɲ Which happy? money ǃɲ What would ǃɲ How what ǃɲ What easier? curve, ǃɲ What customers good, ǃɲ What searching or ǃɲ What they relief ǃɲ How failure? or ǃɲ What of lower quality?
Link xxx
Model S
60-85 kWh
8 year
battery
warranty
options
convey an
image of
success
personal
mobility
commute
to work
be different
from others
in sync with
personal
values
occasional
long dist.
trip
design
range of
250km to
350km
perform like
a sports car
high-end
battery
tech
brand
recognition
compliments
from friends
high safety
ratings
frequent
charging
fear of
dead
battery
accident
and harm
laughed at
lack of
space
aircon
draining
battery
Upper Middle
Class Male
$100k+ Income
43. The can customer ǃɲ Which happy? money ǃɲ What would ǃɲ How what ǃɲ What easier? curve, ǃɲ What customers good, ǃɲ What searching or ǃɲ What they relief ǃɲ How failure? or ǃɲ What of lower quality?
Link xxx
charging:
45-90 km/h
5+2 seats
range of
350km to
450km
Model S
60-85 kWh
how your products and
services kill your
customer’s pains
convey an
image of
success
personal
mobility
commute
to work
be different
from others
in sync with
personal
values
occasional
long dist.
trip
design
range of
250km to
350km
perform like
a sports car
high-end
battery
tech
brand
recognition
compliments
from friends
high safety
ratings
frequent
charging
fear of
dead
battery
accident
and harm
laughed at
lack of
space
aircon
draining
battery
highest
safety ever
by NHTSA
Upper Middle
Class Male
$100k+ Income
8 year
battery
warranty
options
45. The can customer ǃɲ Which happy? money ǃɲ What would ǃɲ How what ǃɲ What easier? curve, ǃɲ What customers good, ǃɲ What searching or ǃɲ What they relief ǃɲ How failure? or ǃɲ What of lower quality?
Link xxx
how your products and
services create gains
your customers expect,
want, or desire
convey an
image of
success
personal
mobility
commute
to work
be different
from others
in sync with
personal
values
occasional
long dist.
trip
design
range of
250km to
350km
perform like
a sports car
high-end
battery
tech
brand
recognition
compliments
from friends
high safety
ratings
frequent
charging
fear of
dead
battery
accident
and harm
laughed at
lack of
space
aircon
draining
battery
focus on
design &
style
performance
0-100km/h
4.4s - 6.2s
high-tech
feel: 17’’
touch screen
Upper Middle
Class Male
$100k+ Income
Model S
60-85 kWh
8 year
battery
warranty
options
charging:
45-90 km/h
5+2 seats
range of
350km to
450km
highest
safety ever
by NHTSA
47. will
for
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 value merciless Are you
addressing
essential
customer
gains?
Are you
addressing
extreme
customer
pains?
Fit
48. will
for
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.
performance
0-100km/h
4.4s - 6.2s
Model S
60-85 kWh
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 value merciless Are you
addressing
essential
customer
gains?
Are you
addressing
extreme
customer
pains?
Fit
convey an
image of
success
personal
mobility
commute
to work
be different
from others
in sync with
personal
values
occasional
long dist.
trip
design
range of
250km to
350km
perform like
a sports car
high-end
battery
tech
brand
recognition
compliments
from friends
high safety
ratings
frequent
charging
fear of
dead
battery
accident
and harm
laughed at
lack of
space
aircon
draining
battery
focus on
design &
style
high-tech
feel: 17’’
touch screen
8 year
battery
warranty
options
charging:
45-90 km/h
5+2 seats
range of
350km to
450km
highest
safety ever
by NHTSA
Upper Middle
Class Male
$100k+ Income
50. design
ASSESSMENT
OBSERVATION
PROTOTYPING
TO
TESTING
FAIL ED
FROM
TESTING
STARTING POINTS
BUSINESS MODEL
7 QUESTIONS
51. def.
prototyping
(pro·to·typ·ing)
* the process of building quick,
cheap, and rough study models
* to learn about the desirability,
feasibility and viability of
alternative solutions
54. ? ?
?
?
?
?
?
-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 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
59. n
customer development & lean startup
en-re
customers
ou
customer
discovery
customer
validation
customer
creation
company
building
PIVOT
SEARCH EXECUTION
[Source: based on Startup Owner’s Manual (2013) Blank & Dorf]
60. 3 3.1 What to test
3.2 Testing step-by-step
3.4. Testing library (in the book)
3.4 Bringing it all together
62. Testing the circle
Provide evidence
showing “what”
customers care
about (the circle)
before focusing on
“how” to help them
(the square)
63. Provide evidence
showing that your
customers care
about how your
products and
services kill pains
and create gains
Testing the square
64. Testing the rectangle
Business Model Canvas
Key Partnerships
Cost Structure
Key Activities Value Propositions Customer
Relationships
Key Resources Channels
Customer
Segments
Revenue Streams
15
Provide evidence
showing that the
way you intend to
create, deliver, and
capture value is
likely to work
69. What needs to be true
for this feature to work
and create value? ->
Hypotheses
com
Gain Creators
SAVE 20% SALES Gains
ON
PROCESS
Pain Relievers Pains
Products
& Services
Customer
Job(s)
The Value Proposition Canvas
Value Proposition Customer Segment
Copyright Business Model Foundry AG
The makers of Business Model Generation and Strategyzer strategyzer.com
70. customer segment X wants to
save 20% on sales process
talk to 40 potential customers and give
them a trackable link with more information
how many of the interviewees
clicked on the follow-up link
50% clicked the link
72. 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
ǃɲ Learning prototype/MVP → p. 222
ǃɲ Life-size prototypes → p. 226
ǃɲ Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
ǃɲ Mock sales → p. 236
ǃɲ Pre sales → p. 237
ǃɲ Crowdfunding → p. 237
Tracking actions
ǃɲ Ad and link tracking → p. 220
ǃɲ Landing page → p. 228
ǃɲ Split testing → p. 230
Participatory design
and evaluation
ǃɲ Illustrations, storyboards,
and scenarios → p. 224
ǃɲ Speedboat → p. 233
ǃɲ Product box → p. 234
ǃɲ Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHAT CUSTOMERS DO
Observe their behaviors
WHAT CUSTOMERS SAY
Observe their attitudes
73. 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
ǃɲ Learning prototype/MVP → p. 222
ǃɲ Life-size prototypes → p. 226
ǃɲ Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
ǃɲ Mock sales → p. 236
ǃɲ Pre sales → p. 237
ǃɲ Crowdfunding → p. 237
Tracking actions
ǃɲ Ad and link tracking → p. 220
ǃɲ Landing page → p. 228
ǃɲ Split testing → p. 230
Participatory design
and evaluation
ǃɲ Illustrations, storyboards,
and scenarios → p. 224
ǃɲ Speedboat → p. 233
ǃɲ Product box → p. 234
ǃɲ Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHAT CUSTOMERS DO
Observe their behaviors
WHAT CUSTOMERS SAY
Observe their attitudes
74. 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
ǃɲ Learning prototype/MVP → p. 222
ǃɲ Life-size prototypes → p. 226
ǃɲ Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
ǃɲ Mock sales → p. 236
ǃɲ Pre sales → p. 237
ǃɲ Crowdfunding → p. 237
Tracking actions
ǃɲ Ad and link tracking → p. 220
ǃɲ Landing page → p. 228
ǃɲ Split testing → p. 230
Participatory design
and evaluation
ǃɲ Illustrations, storyboards,
and scenarios → p. 224
ǃɲ Speedboat → p. 233
ǃɲ Product box → p. 234
ǃɲ Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHAT CUSTOMERS DO
Observe their behaviors
WHAT CUSTOMERS SAY
Observe their attitudes
75. 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
ǃɲ Learning prototype/MVP → p. 222
ǃɲ Life-size prototypes → p. 226
ǃɲ Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
ǃɲ Mock sales → p. 236
ǃɲ Pre sales → p. 237
ǃɲ Crowdfunding → p. 237
Tracking actions
ǃɲ Ad and link tracking → p. 220
ǃɲ Landing page → p. 228
ǃɲ Split testing → p. 230
Participatory design
and evaluation
ǃɲ Illustrations, storyboards,
and scenarios → p. 224
ǃɲ Speedboat → p. 233
ǃɲ Product box → p. 234
ǃɲ Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHAT CUSTOMERS DO
Observe their behaviors
WHAT CUSTOMERS SAY
Observe their attitudes
76. 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
ǃɲ Learning prototype/MVP → p. 222
ǃɲ Life-size prototypes → p. 226
ǃɲ Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
ǃɲ Mock sales → p. 236
ǃɲ Pre sales → p. 237
ǃɲ Crowdfunding → p. 237
Tracking actions
ǃɲ Ad and link tracking → p. 220
ǃɲ Landing page → p. 228
ǃɲ Split testing → p. 230
Participatory design
and evaluation
ǃɲ Illustrations, storyboards,
and scenarios → p. 224
ǃɲ Speedboat → p. 233
ǃɲ Product box → p. 234
ǃɲ Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHAT CUSTOMERS DO
Observe their behaviors
WHAT CUSTOMERS SAY
Observe their attitudes
77. 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
ǃɲ Learning prototype/MVP → p. 222
ǃɲ Life-size prototypes → p. 226
ǃɲ Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
ǃɲ Mock sales → p. 236
ǃɲ Pre sales → p. 237
ǃɲ Crowdfunding → p. 237
Tracking actions
ǃɲ Ad and link tracking → p. 220
ǃɲ Landing page → p. 228
ǃɲ Split testing → p. 230
Participatory design
and evaluation
ǃɲ Illustrations, storyboards,
and scenarios → p. 224
ǃɲ Speedboat → p. 233
ǃɲ Product box → p. 234
ǃɲ Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHAT CUSTOMERS DO
Observe their behaviors
WHAT CUSTOMERS SAY
Observe their attitudes
78. 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
ǃɲ Learning prototype/MVP → p. 222
ǃɲ Life-size prototypes → p. 226
ǃɲ Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
ǃɲ Mock sales → p. 236
ǃɲ Pre sales → p. 237
ǃɲ Crowdfunding → p. 237
Tracking actions
ǃɲ Ad and link tracking → p. 220
ǃɲ Landing page → p. 228
ǃɲ Split testing → p. 230
Participatory design
and evaluation
ǃɲ Illustrations, storyboards,
and scenarios → p. 224
ǃɲ Speedboat → p. 233
ǃɲ Product box → p. 234
ǃɲ Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHAT CUSTOMERS DO
Observe their behaviors
WHAT CUSTOMERS SAY
Observe their attitudes
79. 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
ǃɲ Learning prototype/MVP → p. 222
ǃɲ Life-size prototypes → p. 226
ǃɲ Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
ǃɲ Mock sales → p. 236
ǃɲ Pre sales → p. 237
ǃɲ Crowdfunding → p. 237
Tracking actions
ǃɲ Ad and link tracking → p. 220
ǃɲ Landing page → p. 228
ǃɲ Split testing → p. 230
Participatory design
and evaluation
ǃɲ Illustrations, storyboards,
and scenarios → p. 224
ǃɲ Speedboat → p. 233
ǃɲ Product box → p. 234
ǃɲ Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHAT CUSTOMERS DO
Observe their behaviors
WHAT CUSTOMERS SAY
Observe their attitudes
80. 3.4
Bringing it
all Together
ASSESSMENT
OBSERVATION
PROTOTYPING
TO
TESTING
FAIL ED
TEST
FROM
TESTING
STARTING POINTS
BUSINESS MODEL
7 QUESTIONS
SUCCESS
HYPOTHESIS 264
265
81. The
testing
process
2
Extract
your
Hypotheses
3
Design
Your
Tests
Test Card
4
Enter
the Learning
Loop
5A
UNCERTAIN
test
more
Learn
Measure
Build
1 (6)
(re)Shape your
ideas
5
Capture
Learnings
and Next
Actions
5C
INVALIDATED
iterate or pivot
Learning Card
82. 3
Design
Your
Tests
4
Enter
the Learning
Loop
5
Capture
Learnings
and Next
Actions
6
Measure
Progress
Learn
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building
5C
INVALIDATED
iterate or pivot
5A
UNCERTAIN
test more
5B
VALIDATED
progress towards
next element
Measure
Build
2
Extract
your
Hypotheses
1 (6)
(re)Shape your
ideas
Learning Card Test Card
The
testing
process
83. Test Card
Test Name
Assigned to
We believe that
Deadline
Duration
To verify that, we will
And measure
We are right if
Critical:
Test Cost: Data Reliability:
Time Required:
The makers of Busines Model Generation Copyright Business Model Foundry AG and Strategyzer
Test Card
Test Name
Assigned to
We believe that
Deadline
Duration
To verify that, we will
And measure
We are right if
Critical:
Test Cost: Data Reliability:
Time Required:
Copyright Business Model Foundry AG The makers of Busines Model Generation and Strategyzer
Test Card
Test Name
Assigned to
We believe that
Deadline
Duration
To verify that, we will
And measure
We are right if
Critical:
Test Cost: Data Reliability:
Time Required:
Copyright Business Model Foundry AG The makers of Busines Model Generation and Strategyzer
Test Card
Test Name
Assigned to
We believe that
Deadline
Duration
To verify that, we will
And measure
We are right if
Critical:
Test Cost: Data Reliability:
Time Required:
Copyright Business Model Foundry AG The makers of Busines Model Generation and Strategyzer
Test Card
Test Name
Assigned to
We believe that
Deadline
Duration
To verify that, we will
And measure
We are right if
Critical:
Test Cost: Data Reliability:
Time Required:
Copyright Business Model Foundry AG The makers of Busines Model Generation and Strategyzer
Test Card
Test Name
Assigned to
We believe that
Deadline
Duration
To verify that, we will
And measure
We are right if
Critical:
Test Cost: Data Reliability:
Time Required:
Copyright Business Model Foundry AG The makers of Busines Model Generation and Strategyzer
Test Card
Test Name
Assigned to
We believe that
Deadline
Duration
To verify that, we will
And measure
We are right if
Critical:
Test Cost: Data Reliability:
Time Required:
Copyright Business Model Foundry AG The makers of Busines Model Generation and Strategyzer
Test Card
Test Name
Assigned to
We believe that
Deadline
Duration
To verify that, we will
And measure
We are right if
Critical:
Test Cost: Data Reliability:
Time Required:
Copyright Business Model Foundry AG The makers of Busines Model Generation and Strategyzer
Test Card
Test Name
Assigned to
We believe that
Deadline
Duration
To verify that, we will
And measure
We are right if
Critical:
Test Cost: Data Reliability:
Time Required:
Copyright Business Model Foundry AG The makers of Busines Model Generation and Strategyzer
Test Card
Test Name
Assigned to
We believe that
Deadline
Duration
To verify that, we will
And measure
We are right if
Critical:
Test Cost: Data Reliability:
Time Required:
Copyright Business Model Foundry AG The makers of Busines Model Generation and Strategyzer
Test Card
Test Name
Assigned to
We believe that
Deadline
Duration
To verify that, we will
And measure
We are right if
Critical:
Test Cost: Data Reliability:
Time Required:
Copyright Business Model Foundry AG The makers of Busines Model Generation and Strategyzer
Test Card
Test Name
Assigned to
We believe that
Deadline
Duration
To verify that, we will
And measure
We are right if
Critical:
Test Cost: Data Reliability:
Time Required:
Copyright Business Model Foundry AG The makers of Busines Model Generation and Strategyzer
invalidated
backlog build measure learn done
learn more
validated
back to the drawing
board: iterate or pivot
your design
Learning Card
Insight Name
Person Responsible
step 1: hypothesis
We believed that
Date of Learning
step 2: observation
We observed
step 3: learnings and insights
From that we learned that
step 4: decisions and actions
Therefore we will
Data Reliability:
Action Required:
Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer
Learning Card
Insight Name
Person Responsible
step 1: hypothesis
We believed that
Date of Learning
step 2: observation
We observed
step 3: learnings and insights
From that we learned that
step 4: decisions and actions
Therefore we will
Data Reliability:
Action Required:
Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer
Learning Card
Insight Name
Person Responsible
step 1: hypothesis
We believed that
Date of Learning
step 2: observation
We observed
step 3: learnings and insights
From that we learned that
step 4: decisions and actions
Therefore we will
Data Reliability:
Action Required:
Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer
Learning Card
Insight Name
Person Responsible
step 1: hypothesis
We believed that
Date of Learning
step 2: observation
We observed
step 3: learnings and insights
From that we learned that
step 4: decisions and actions
Therefore we will
Data Reliability:
Action Required:
Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer
Learning Card
Insight Name
Person Responsible
step 1: hypothesis
We believed that
Date of Learning
step 2: observation
We observed
step 3: learnings and insights
From that we learned that
step 4: decisions and actions
Therefore we will
Data Reliability:
Action Required:
Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer
Learning Card
Insight Name
Person Responsible
step 1: hypothesis
We believed that
Date of Learning
step 2: observation
We observed
step 3: learnings and insights
From that we learned that
step 4: decisions and actions
Therefore we will
Data Reliability:
Action Required:
Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer
Learning Card
Insight Name
Person Responsible
step 1: hypothesis
We believed that
Date of Learning
step 2: observation
We observed
step 3: learnings and insights
From that we learned that
step 4: decisions and actions
Therefore we will
Data Reliability:
Action Required:
Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer
advance to next step:
move on in your quest to
turn your idea into reality
3
Tests
Learning Learning
Test Card
Card
Card
Learning
Card
Learning
Card
Learning
Card
Learning
Card
Learning
Card
Test Card
Test Card
Test Card
Test Card Test Card
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4
Insights
& Actions
5
Measure Progress
2H
ypotheses
1 (5)
(re)Shape your
ideas
Progress board
(Kanban)
85. zoom out
zoom in
Canvas Design
customers want and then keeping them aligned with 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 want. proposition design is a never-ending process in which
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.
Test Evolve
Tools Search Post-Search
Progress
1 2 3
87. Questions?
Alexander Osterwalder
Entrepreneur and business model innovator
Strategyzer
@AlexOsterwalder
Thue Madsen
Marketing Associate
KISSmetrics
@ThueLMadsen