SlideShare a Scribd company logo
How to Create Compelling Value 
Propositions That Turn 
Prospects into Customers 
October 2014 Presentation 
Alex Osterwalder, Co-Founder strategyzer.com
Join the conversation on Twi!er 
@ThueLMadsen #KISSwebinar
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.
Join Alex on Twi!er 
@AlexOsterwalder #KISSwebinar
WATCH WEBINAR RECORDING NOW
10m 
or 1b+ 
The Business Model Canvas 
Designed for: Designed by: Date: Version: 
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 
Channels 
Gains 
Copyright Business Model Foundry AG 
Designed for: Designed by: Date: Version: 
Key Partners Key Activities Value Propositions Customer Segments 
Channels 
Gains 
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 
Pain Relievers Pains 
Products 
& Services 
Customer 
Job(s) 
The Value Proposition Canvas 
Value Proposition Customer Segment 
Copyright Business Model Foundry AG 
The makers of Busines Model Generation and Strategyzer strategyzer.com 
com 
Gain Creators 
Pain Relievers Pains 
Products 
& Services 
Customer 
Job(s) 
The Value Proposition Canvas 
Value Proposition Customer Segment 
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 
Customer 
Job(s) 
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 
Job(s) 
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 
& Services 
Customer 
Job(s) 
The Value Proposition Canvas 
Value Proposition Customer Segment 
The makers of Busines Model Generation and Strategyzer strategyzer.com 
The Business Model Canvas 
Channels 
Revenue Streams 
Key Resources 
Cost Structure 
Customer Relationships 
designed by: Business Model Foundry GmbH, Switzerland 
www.businessmodelgeneration.com 
Gains 
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 
Job(s) 
The Value Proposition Canvas 
Value Proposition Customer Segment 
The makers of Busines Model Generation and Strategyzer strategyzer.com 
[Source: design squiggle adapted from Damien Newman, Central]
6
4y+4y+5y=13y
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
canvas
1 
1.0 Context 
1.1 Customer Profile 
1.2 Value Map 
1.4 Fit
1.0 
Context: Business 
Model Canvas
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
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
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
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
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
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
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
A VALUE PROPOSITION … 
describes the benefits 
customers can expect from 
your products and services
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
1.1 
Customer 
Profile
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.
“ ” 
Jobs-to-be-done offers a 
clear way to innovate 
– Clay Christensen, HBS
The focus should be on 
what jobs customers 
are trying to get done. 
– Tony Ulwick, Founder Strategyn 
“ 
”
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
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
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
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
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
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
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?
Your Customer 
Profile
! REMEMBER 
your solution is not part 
of the customer profile!
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
1.2 
Value Map
products & services 
A list of all the products 
and services a value 
proposition is built around
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
pain relievers 
describe how your 
products and services 
alleviate customer pains
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
gain creators 
describe how your 
products and services 
create customer gains
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
1.3 
Fit
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
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
Design, Test, Repeat 
design 
test
design 
ASSESSMENT 
OBSERVATION 
PROTOTYPING 
TO 
TESTING 
FAIL ED 
FROM 
TESTING 
STARTING POINTS 
BUSINESS MODEL 
7 QUESTIONS
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
? ? 
? 
? 
? 
? 
? 
-Zoom +Zoom 
Zoom out to the 
bigger picture to 
analyze if you can 
profitably create, 
deliver, and capture 
value around this 
particular customer 
value proposition. 
Zoom in to the 
detailed picture to 
investigate if the 
customer value 
proposition in your 
business model 
really creates value 
for your customer. 
Are you creating value for your business? 
The Business Model Canvas makes explicit how you 
are creating and capturing value for your business. 
Are you creating value for your customer? 
The Value Proposition Canvas makes explicit how 
you are creating value for your customers. 
? ? 
? 
? 
? 
? 
? 
-Zoom +Zoom 
Zoom out to the 
bigger picture to 
analyze if you can 
profitably create, 
deliver, and capture 
value around this 
particular customer 
value proposition. 
Zoom in to the 
detailed picture to 
investigate if the 
customer value 
proposition in your 
business model 
really creates value 
for your customer. 
Are you creating value for your business? 
The Business Model Canvas makes explicit how you 
are creating and capturing value for your business. 
Are you creating value for your customer? 
The Value Proposition Canvas makes explicit how 
you are creating value for your customers. 
169 
* Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos 
? ? 
? 
? 
? 
? 
? 
-Zoom +Zoom 
Zoom out to the 
bigger picture to 
analyze if you can 
profitably create, 
deliver, and capture 
value around this 
particular customer 
value proposition. 
Zoom in to the 
detailed picture to 
investigate if the 
customer value 
proposition in your 
business model 
really creates value 
for your customer. 
Are you creating value for your business? 
The Business Model Canvas makes explicit how you 
are creating and capturing value for your business. 
Are you creating value for your customer? 
The Value Proposition Canvas makes explicit how 
you are creating value for your customers. 
* Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos 
adapt the business model & 
the value proposition
? ? 
? 
? 
? 
? 
? 
-Zoom +Zoom 
Zoom out to the 
bigger picture to 
analyze if you can 
profitably create, 
deliver, and capture 
value around this 
particular customer 
value proposition. 
Zoom in to the 
detailed picture to 
investigate if the 
customer value 
proposition in your 
business model 
really creates value 
for your customer. 
are 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
Design, Test, Repeat 
design 
test
test 
SUCCESS 
HYPOTHESIS
Why do businesses fail ? 
. Test those first!
2014 
http://media.100firsthits.com/2013/11/Startup-Mistakes-Infographics.png
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]
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
3.1 
What to Test 
TEST 
214 
215
Testing the circle 
Provide evidence 
showing “what” 
customers care 
about (the circle) 
before focusing on 
“how” to help them 
(the square)
Provide evidence 
showing that your 
customers care 
about how your 
products and 
services kill pains 
and create gains 
Testing the square
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
HYPOTHESIS 
3.2 
Testing 
Step-by-Step 
TEST 
222 
223
Test Card 
+ 
- 
Extract Hypotheses Prioritize Hypotheses Design Test 
TESTING VALUE PROPOSTIONS
Learning Card 
+ 
! 
- 
Prioritize Tests Run Tests Capture Learnings Make Progress
Write Your Own 
Test Card
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
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
SUCCESS 
3.3 
Experiment 
Library 
TEST 
240 
241
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
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
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
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
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
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
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
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
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
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
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
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 
Test Card 
Test Card 
Test Card 
Test Card 
Test Card 
Test Card 
4 
Insights 
& Actions 
5 
Measure Progress 
2H 
ypotheses 
1 (5) 
(re)Shape your 
ideas 
Progress board 
(Kanban)
#VPDesign Strategyzer.com
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
Start Your Free KISSmetrics Trial 
LOG IN WITH GOOGLE
Questions? 
Alexander Osterwalder 
Entrepreneur and business model innovator 
Strategyzer 
@AlexOsterwalder 
Thue Madsen 
Marketing Associate 
KISSmetrics 
@ThueLMadsen

More Related Content

What's hot

Customer journey maps
Customer journey mapsCustomer journey maps
Customer journey maps
RAMIALHATAB
 
Business Model Canvas Workshop at Startup Pirates @ Bratislava
Business Model Canvas Workshop at Startup Pirates @ BratislavaBusiness Model Canvas Workshop at Startup Pirates @ Bratislava
Business Model Canvas Workshop at Startup Pirates @ Bratislava
Startup Pirates
 
Business Model Generation - Part1: Canvas
Business Model Generation - Part1: CanvasBusiness Model Generation - Part1: Canvas
Business Model Generation - Part1: Canvas
Semantia
 
Business model canvas
Business model canvasBusiness model canvas
Business model canvas
Nikolay Stoyanov
 
Innovation & Business Model & Business Model Canvas 2014
Innovation & Business Model & Business Model Canvas 2014Innovation & Business Model & Business Model Canvas 2014
Innovation & Business Model & Business Model Canvas 2014
Serdar Temiz
 
Lean startup, customer development, and the business model canvas
Lean startup, customer development, and the business model canvasLean startup, customer development, and the business model canvas
Lean startup, customer development, and the business model canvas
gistinitiative
 
Value Proposition Designer Canvas - Background & Aim
Value Proposition Designer Canvas - Background & AimValue Proposition Designer Canvas - Background & Aim
Value Proposition Designer Canvas - Background & Aim
Incubation & Industry
 
A Playbook for Achieving Product-Market Fit
A Playbook for Achieving Product-Market FitA Playbook for Achieving Product-Market Fit
A Playbook for Achieving Product-Market Fit
Lean Startup Co.
 
APIA2018 - Emad Saif - Business & Revenue Model Innovation
APIA2018 - Emad Saif - Business & Revenue Model InnovationAPIA2018 - Emad Saif - Business & Revenue Model Innovation
APIA2018 - Emad Saif - Business & Revenue Model Innovation
European Innovation Academy
 
The Value Proposition Canvas
The Value Proposition CanvasThe Value Proposition Canvas
The Value Proposition Canvas
Solvay Entrepreneurs
 
From Idea to Business with Lean Startup & the Progress Board
From Idea to Business with Lean Startup & the Progress Board From Idea to Business with Lean Startup & the Progress Board
From Idea to Business with Lean Startup & the Progress Board
Strategyzer
 
Value proposition design
Value proposition designValue proposition design
Value proposition design
Adrian Holzer
 
Business Model
Business ModelBusiness Model
Business Model
Yves Pigneur
 
Introduction to Service Design
Introduction to Service DesignIntroduction to Service Design
Introduction to Service Design
Smaply
 
Design with IDEO: Designing Sustainable Human Centered Business Models
Design with IDEO: Designing Sustainable Human Centered Business ModelsDesign with IDEO: Designing Sustainable Human Centered Business Models
Design with IDEO: Designing Sustainable Human Centered Business Models
Pemo Theodore
 
How to develop Startup Pitch Deck
How to develop Startup Pitch DeckHow to develop Startup Pitch Deck
How to develop Startup Pitch Deck
Kashyap Pandya
 
How to Pitch an Idea
How to Pitch an IdeaHow to Pitch an Idea
How to Pitch an Idea
JohnAdomako
 
Evolution of Design & Service Design
Evolution of Design & Service DesignEvolution of Design & Service Design
Evolution of Design & Service Design
Challis Hodge
 
Use the Progress Board to Test your Business Ideas
Use the Progress Board to Test your Business IdeasUse the Progress Board to Test your Business Ideas
Use the Progress Board to Test your Business Ideas
Strategyzer
 
Value proposition development
Value proposition developmentValue proposition development
Value proposition development
E3Connect Ltd
 

What's hot (20)

Customer journey maps
Customer journey mapsCustomer journey maps
Customer journey maps
 
Business Model Canvas Workshop at Startup Pirates @ Bratislava
Business Model Canvas Workshop at Startup Pirates @ BratislavaBusiness Model Canvas Workshop at Startup Pirates @ Bratislava
Business Model Canvas Workshop at Startup Pirates @ Bratislava
 
Business Model Generation - Part1: Canvas
Business Model Generation - Part1: CanvasBusiness Model Generation - Part1: Canvas
Business Model Generation - Part1: Canvas
 
Business model canvas
Business model canvasBusiness model canvas
Business model canvas
 
Innovation & Business Model & Business Model Canvas 2014
Innovation & Business Model & Business Model Canvas 2014Innovation & Business Model & Business Model Canvas 2014
Innovation & Business Model & Business Model Canvas 2014
 
Lean startup, customer development, and the business model canvas
Lean startup, customer development, and the business model canvasLean startup, customer development, and the business model canvas
Lean startup, customer development, and the business model canvas
 
Value Proposition Designer Canvas - Background & Aim
Value Proposition Designer Canvas - Background & AimValue Proposition Designer Canvas - Background & Aim
Value Proposition Designer Canvas - Background & Aim
 
A Playbook for Achieving Product-Market Fit
A Playbook for Achieving Product-Market FitA Playbook for Achieving Product-Market Fit
A Playbook for Achieving Product-Market Fit
 
APIA2018 - Emad Saif - Business & Revenue Model Innovation
APIA2018 - Emad Saif - Business & Revenue Model InnovationAPIA2018 - Emad Saif - Business & Revenue Model Innovation
APIA2018 - Emad Saif - Business & Revenue Model Innovation
 
The Value Proposition Canvas
The Value Proposition CanvasThe Value Proposition Canvas
The Value Proposition Canvas
 
From Idea to Business with Lean Startup & the Progress Board
From Idea to Business with Lean Startup & the Progress Board From Idea to Business with Lean Startup & the Progress Board
From Idea to Business with Lean Startup & the Progress Board
 
Value proposition design
Value proposition designValue proposition design
Value proposition design
 
Business Model
Business ModelBusiness Model
Business Model
 
Introduction to Service Design
Introduction to Service DesignIntroduction to Service Design
Introduction to Service Design
 
Design with IDEO: Designing Sustainable Human Centered Business Models
Design with IDEO: Designing Sustainable Human Centered Business ModelsDesign with IDEO: Designing Sustainable Human Centered Business Models
Design with IDEO: Designing Sustainable Human Centered Business Models
 
How to develop Startup Pitch Deck
How to develop Startup Pitch DeckHow to develop Startup Pitch Deck
How to develop Startup Pitch Deck
 
How to Pitch an Idea
How to Pitch an IdeaHow to Pitch an Idea
How to Pitch an Idea
 
Evolution of Design & Service Design
Evolution of Design & Service DesignEvolution of Design & Service Design
Evolution of Design & Service Design
 
Use the Progress Board to Test your Business Ideas
Use the Progress Board to Test your Business IdeasUse the Progress Board to Test your Business Ideas
Use the Progress Board to Test your Business Ideas
 
Value proposition development
Value proposition developmentValue proposition development
Value proposition development
 

Similar to How to Create Compelling Value Propositions That Turns Prospects into Customers

Business Model Canvas Key Resources
Business Model Canvas Key ResourcesBusiness Model Canvas Key Resources
Business Model Canvas Key Resources
Benson Garner
 
The Pixel Lab 2015 | How does understanding more about my audience affect pro...
The Pixel Lab 2015 | How does understanding more about my audience affect pro...The Pixel Lab 2015 | How does understanding more about my audience affect pro...
The Pixel Lab 2015 | How does understanding more about my audience affect pro...
power to the pixel
 
Alex Osterwalder
Alex Osterwalder Alex Osterwalder
How to turn a guesstimate business model canvas into a fact-based one, and co...
How to turn a guesstimate business model canvas into a fact-based one, and co...How to turn a guesstimate business model canvas into a fact-based one, and co...
How to turn a guesstimate business model canvas into a fact-based one, and co...
Agile Tour Beirut
 
独自のビジネスモデルと顧客価値を創造する方法
独自のビジネスモデルと顧客価値を創造する方法独自のビジネスモデルと顧客価値を創造する方法
独自のビジネスモデルと顧客価値を創造する方法
Yves Pigneur
 
The partnership design process
The partnership design processThe partnership design process
The partnership design process
Bart Doorneweert
 
Business Model Innovation - Rinascita Digitale 2020
Business Model Innovation - Rinascita Digitale 2020Business Model Innovation - Rinascita Digitale 2020
Business Model Innovation - Rinascita Digitale 2020
Innovation-LAB® // Daniele Radici
 
Alex Osterwalder (Founder/CEO, Strategyzer) - Building Invincible Companies
Alex Osterwalder (Founder/CEO, Strategyzer) - Building Invincible CompaniesAlex Osterwalder (Founder/CEO, Strategyzer) - Building Invincible Companies
Alex Osterwalder (Founder/CEO, Strategyzer) - Building Invincible Companies
Business of Software Conference
 
Business Model Prototyping Mini-Workshop
Business Model Prototyping Mini-WorkshopBusiness Model Prototyping Mini-Workshop
Business Model Prototyping Mini-Workshop
Adrian G. Simmons, CPA
 
Business Model Prototyping Mini-Workshop
Business Model Prototyping Mini-WorkshopBusiness Model Prototyping Mini-Workshop
Business Model Prototyping Mini-Workshop
Adrian Simmons
 
Business Model Canvas: nuove strumenti per le aziende
Business Model Canvas: nuove strumenti per le aziendeBusiness Model Canvas: nuove strumenti per le aziende
Business Model Canvas: nuove strumenti per le aziende
FaberLab
 
L'entreprise invincible
L'entreprise invincibleL'entreprise invincible
L'entreprise invincible
Yves Pigneur
 
Cross the Traction Gap with Lean Discovery
Cross the Traction Gap with Lean DiscoveryCross the Traction Gap with Lean Discovery
Cross the Traction Gap with Lean Discovery
Javier Rincon
 
The Invincible Company
The Invincible CompanyThe Invincible Company
The Invincible Company
Yves Pigneur
 
Black Ops DDD - Explore DDD 2017
Black Ops DDD - Explore DDD 2017Black Ops DDD - Explore DDD 2017
Black Ops DDD - Explore DDD 2017
Javier Fernandez
 
Venture Design Crash Course: UVA iLab (June-2014; Thurs. AM Session)
Venture Design Crash Course: UVA iLab (June-2014; Thurs. AM Session)Venture Design Crash Course: UVA iLab (June-2014; Thurs. AM Session)
Venture Design Crash Course: UVA iLab (June-2014; Thurs. AM Session)
Alex Cowan
 
Customer value-proposition-design.pdf
Customer value-proposition-design.pdfCustomer value-proposition-design.pdf
Customer value-proposition-design.pdf
etebarkhmichale
 
True ventures 072011
True ventures 072011True ventures 072011
True ventures 072011
Stanford University
 
University of Michigan in Silicon Valley 030211
University of Michigan in Silicon Valley 030211University of Michigan in Silicon Valley 030211
University of Michigan in Silicon Valley 030211
Stanford University
 
BUSINESS MODEL DESIGN & BUSINESS MODEL CANVAS
BUSINESS MODEL DESIGN & BUSINESS MODEL CANVASBUSINESS MODEL DESIGN & BUSINESS MODEL CANVAS
BUSINESS MODEL DESIGN & BUSINESS MODEL CANVAS
Innovation-LAB® // Daniele Radici
 

Similar to How to Create Compelling Value Propositions That Turns Prospects into Customers (20)

Business Model Canvas Key Resources
Business Model Canvas Key ResourcesBusiness Model Canvas Key Resources
Business Model Canvas Key Resources
 
The Pixel Lab 2015 | How does understanding more about my audience affect pro...
The Pixel Lab 2015 | How does understanding more about my audience affect pro...The Pixel Lab 2015 | How does understanding more about my audience affect pro...
The Pixel Lab 2015 | How does understanding more about my audience affect pro...
 
Alex Osterwalder
Alex Osterwalder Alex Osterwalder
Alex Osterwalder
 
How to turn a guesstimate business model canvas into a fact-based one, and co...
How to turn a guesstimate business model canvas into a fact-based one, and co...How to turn a guesstimate business model canvas into a fact-based one, and co...
How to turn a guesstimate business model canvas into a fact-based one, and co...
 
独自のビジネスモデルと顧客価値を創造する方法
独自のビジネスモデルと顧客価値を創造する方法独自のビジネスモデルと顧客価値を創造する方法
独自のビジネスモデルと顧客価値を創造する方法
 
The partnership design process
The partnership design processThe partnership design process
The partnership design process
 
Business Model Innovation - Rinascita Digitale 2020
Business Model Innovation - Rinascita Digitale 2020Business Model Innovation - Rinascita Digitale 2020
Business Model Innovation - Rinascita Digitale 2020
 
Alex Osterwalder (Founder/CEO, Strategyzer) - Building Invincible Companies
Alex Osterwalder (Founder/CEO, Strategyzer) - Building Invincible CompaniesAlex Osterwalder (Founder/CEO, Strategyzer) - Building Invincible Companies
Alex Osterwalder (Founder/CEO, Strategyzer) - Building Invincible Companies
 
Business Model Prototyping Mini-Workshop
Business Model Prototyping Mini-WorkshopBusiness Model Prototyping Mini-Workshop
Business Model Prototyping Mini-Workshop
 
Business Model Prototyping Mini-Workshop
Business Model Prototyping Mini-WorkshopBusiness Model Prototyping Mini-Workshop
Business Model Prototyping Mini-Workshop
 
Business Model Canvas: nuove strumenti per le aziende
Business Model Canvas: nuove strumenti per le aziendeBusiness Model Canvas: nuove strumenti per le aziende
Business Model Canvas: nuove strumenti per le aziende
 
L'entreprise invincible
L'entreprise invincibleL'entreprise invincible
L'entreprise invincible
 
Cross the Traction Gap with Lean Discovery
Cross the Traction Gap with Lean DiscoveryCross the Traction Gap with Lean Discovery
Cross the Traction Gap with Lean Discovery
 
The Invincible Company
The Invincible CompanyThe Invincible Company
The Invincible Company
 
Black Ops DDD - Explore DDD 2017
Black Ops DDD - Explore DDD 2017Black Ops DDD - Explore DDD 2017
Black Ops DDD - Explore DDD 2017
 
Venture Design Crash Course: UVA iLab (June-2014; Thurs. AM Session)
Venture Design Crash Course: UVA iLab (June-2014; Thurs. AM Session)Venture Design Crash Course: UVA iLab (June-2014; Thurs. AM Session)
Venture Design Crash Course: UVA iLab (June-2014; Thurs. AM Session)
 
Customer value-proposition-design.pdf
Customer value-proposition-design.pdfCustomer value-proposition-design.pdf
Customer value-proposition-design.pdf
 
True ventures 072011
True ventures 072011True ventures 072011
True ventures 072011
 
University of Michigan in Silicon Valley 030211
University of Michigan in Silicon Valley 030211University of Michigan in Silicon Valley 030211
University of Michigan in Silicon Valley 030211
 
BUSINESS MODEL DESIGN & BUSINESS MODEL CANVAS
BUSINESS MODEL DESIGN & BUSINESS MODEL CANVASBUSINESS MODEL DESIGN & BUSINESS MODEL CANVAS
BUSINESS MODEL DESIGN & BUSINESS MODEL CANVAS
 

More from Kissmetrics on SlideShare

How to Turn First Time Buyers into High Value All Star Customers
How to Turn First Time Buyers into High Value All Star CustomersHow to Turn First Time Buyers into High Value All Star Customers
How to Turn First Time Buyers into High Value All Star Customers
Kissmetrics on SlideShare
 
32 Ways to Boost Engagement and Sales on Your eCommerce Site
32 Ways to Boost Engagement and Sales on Your eCommerce Site32 Ways to Boost Engagement and Sales on Your eCommerce Site
32 Ways to Boost Engagement and Sales on Your eCommerce Site
Kissmetrics on SlideShare
 
The Perfect Email Remarketing Strategy for eCommerce
The Perfect Email Remarketing Strategy for eCommerceThe Perfect Email Remarketing Strategy for eCommerce
The Perfect Email Remarketing Strategy for eCommerce
Kissmetrics on SlideShare
 
Achieve high growth by keeping customers coming back to your ecommerce website
Achieve high growth by keeping customers coming back to your ecommerce websiteAchieve high growth by keeping customers coming back to your ecommerce website
Achieve high growth by keeping customers coming back to your ecommerce website
Kissmetrics on SlideShare
 
Understanding your customer psychographics without surveys or spending a lot ...
Understanding your customer psychographics without surveys or spending a lot ...Understanding your customer psychographics without surveys or spending a lot ...
Understanding your customer psychographics without surveys or spending a lot ...
Kissmetrics on SlideShare
 
How to Smarten Up Your Email Onboarding
How to Smarten Up Your Email OnboardingHow to Smarten Up Your Email Onboarding
How to Smarten Up Your Email Onboarding
Kissmetrics on SlideShare
 
Messenger Marketing & Chatbots: How To 10x Sales & Leads Before Your Competitors
Messenger Marketing & Chatbots: How To 10x Sales & Leads Before Your CompetitorsMessenger Marketing & Chatbots: How To 10x Sales & Leads Before Your Competitors
Messenger Marketing & Chatbots: How To 10x Sales & Leads Before Your Competitors
Kissmetrics on SlideShare
 
Data-Driven Storytelling: How To Use Qualitative and Quantitative Insights To...
Data-Driven Storytelling: How To Use Qualitative and Quantitative Insights To...Data-Driven Storytelling: How To Use Qualitative and Quantitative Insights To...
Data-Driven Storytelling: How To Use Qualitative and Quantitative Insights To...
Kissmetrics on SlideShare
 
Facebook News Feed Armageddon Survival Guide: 10 Hacks To Stay Alive This Year
Facebook News Feed Armageddon Survival Guide: 10 Hacks To Stay Alive This YearFacebook News Feed Armageddon Survival Guide: 10 Hacks To Stay Alive This Year
Facebook News Feed Armageddon Survival Guide: 10 Hacks To Stay Alive This Year
Kissmetrics on SlideShare
 
How to build a framework for customer empathy: Learning from a company that d...
How to build a framework for customer empathy: Learning from a company that d...How to build a framework for customer empathy: Learning from a company that d...
How to build a framework for customer empathy: Learning from a company that d...
Kissmetrics on SlideShare
 
Making Data Meaningful with Kissmetrics' Populations
Making Data Meaningful with Kissmetrics' PopulationsMaking Data Meaningful with Kissmetrics' Populations
Making Data Meaningful with Kissmetrics' Populations
Kissmetrics on SlideShare
 
Kissmetrics Webinar - Email in a Social World
Kissmetrics Webinar - Email in a Social WorldKissmetrics Webinar - Email in a Social World
Kissmetrics Webinar - Email in a Social World
Kissmetrics on SlideShare
 
How to Kick-Start Your Customer Lifecycle with Email Marketing
How to Kick-Start Your Customer Lifecycle with Email MarketingHow to Kick-Start Your Customer Lifecycle with Email Marketing
How to Kick-Start Your Customer Lifecycle with Email Marketing
Kissmetrics on SlideShare
 
Get on the bus with your prospects and join their journey to become your cust...
Get on the bus with your prospects and join their journey to become your cust...Get on the bus with your prospects and join their journey to become your cust...
Get on the bus with your prospects and join their journey to become your cust...
Kissmetrics on SlideShare
 
The Ultimate Growth Marketing Stack
The Ultimate Growth Marketing StackThe Ultimate Growth Marketing Stack
The Ultimate Growth Marketing Stack
Kissmetrics on SlideShare
 
The top 3 ingredients to drive more sales through video marketing
The top 3 ingredients to drive more sales through video marketingThe top 3 ingredients to drive more sales through video marketing
The top 3 ingredients to drive more sales through video marketing
Kissmetrics on SlideShare
 
How to identify your highest impact growth opportunities
How to identify your highest impact growth opportunitiesHow to identify your highest impact growth opportunities
How to identify your highest impact growth opportunities
Kissmetrics on SlideShare
 
E-Commerce Promotion 101: How to Use Non-Intrusive Popups to Generate More Sa...
E-Commerce Promotion 101: How to Use Non-Intrusive Popups to Generate More Sa...E-Commerce Promotion 101: How to Use Non-Intrusive Popups to Generate More Sa...
E-Commerce Promotion 101: How to Use Non-Intrusive Popups to Generate More Sa...
Kissmetrics on SlideShare
 
Advanced Content Marketing and SEO: Higher Rankings and More Traffic in Less ...
Advanced Content Marketing and SEO: Higher Rankings and More Traffic in Less ...Advanced Content Marketing and SEO: Higher Rankings and More Traffic in Less ...
Advanced Content Marketing and SEO: Higher Rankings and More Traffic in Less ...
Kissmetrics on SlideShare
 
7 Pitfalls That Will Ruin Your Analytics Data and Prevent You from Getting An...
7 Pitfalls That Will Ruin Your Analytics Data and Prevent You from Getting An...7 Pitfalls That Will Ruin Your Analytics Data and Prevent You from Getting An...
7 Pitfalls That Will Ruin Your Analytics Data and Prevent You from Getting An...
Kissmetrics on SlideShare
 

More from Kissmetrics on SlideShare (20)

How to Turn First Time Buyers into High Value All Star Customers
How to Turn First Time Buyers into High Value All Star CustomersHow to Turn First Time Buyers into High Value All Star Customers
How to Turn First Time Buyers into High Value All Star Customers
 
32 Ways to Boost Engagement and Sales on Your eCommerce Site
32 Ways to Boost Engagement and Sales on Your eCommerce Site32 Ways to Boost Engagement and Sales on Your eCommerce Site
32 Ways to Boost Engagement and Sales on Your eCommerce Site
 
The Perfect Email Remarketing Strategy for eCommerce
The Perfect Email Remarketing Strategy for eCommerceThe Perfect Email Remarketing Strategy for eCommerce
The Perfect Email Remarketing Strategy for eCommerce
 
Achieve high growth by keeping customers coming back to your ecommerce website
Achieve high growth by keeping customers coming back to your ecommerce websiteAchieve high growth by keeping customers coming back to your ecommerce website
Achieve high growth by keeping customers coming back to your ecommerce website
 
Understanding your customer psychographics without surveys or spending a lot ...
Understanding your customer psychographics without surveys or spending a lot ...Understanding your customer psychographics without surveys or spending a lot ...
Understanding your customer psychographics without surveys or spending a lot ...
 
How to Smarten Up Your Email Onboarding
How to Smarten Up Your Email OnboardingHow to Smarten Up Your Email Onboarding
How to Smarten Up Your Email Onboarding
 
Messenger Marketing & Chatbots: How To 10x Sales & Leads Before Your Competitors
Messenger Marketing & Chatbots: How To 10x Sales & Leads Before Your CompetitorsMessenger Marketing & Chatbots: How To 10x Sales & Leads Before Your Competitors
Messenger Marketing & Chatbots: How To 10x Sales & Leads Before Your Competitors
 
Data-Driven Storytelling: How To Use Qualitative and Quantitative Insights To...
Data-Driven Storytelling: How To Use Qualitative and Quantitative Insights To...Data-Driven Storytelling: How To Use Qualitative and Quantitative Insights To...
Data-Driven Storytelling: How To Use Qualitative and Quantitative Insights To...
 
Facebook News Feed Armageddon Survival Guide: 10 Hacks To Stay Alive This Year
Facebook News Feed Armageddon Survival Guide: 10 Hacks To Stay Alive This YearFacebook News Feed Armageddon Survival Guide: 10 Hacks To Stay Alive This Year
Facebook News Feed Armageddon Survival Guide: 10 Hacks To Stay Alive This Year
 
How to build a framework for customer empathy: Learning from a company that d...
How to build a framework for customer empathy: Learning from a company that d...How to build a framework for customer empathy: Learning from a company that d...
How to build a framework for customer empathy: Learning from a company that d...
 
Making Data Meaningful with Kissmetrics' Populations
Making Data Meaningful with Kissmetrics' PopulationsMaking Data Meaningful with Kissmetrics' Populations
Making Data Meaningful with Kissmetrics' Populations
 
Kissmetrics Webinar - Email in a Social World
Kissmetrics Webinar - Email in a Social WorldKissmetrics Webinar - Email in a Social World
Kissmetrics Webinar - Email in a Social World
 
How to Kick-Start Your Customer Lifecycle with Email Marketing
How to Kick-Start Your Customer Lifecycle with Email MarketingHow to Kick-Start Your Customer Lifecycle with Email Marketing
How to Kick-Start Your Customer Lifecycle with Email Marketing
 
Get on the bus with your prospects and join their journey to become your cust...
Get on the bus with your prospects and join their journey to become your cust...Get on the bus with your prospects and join their journey to become your cust...
Get on the bus with your prospects and join their journey to become your cust...
 
The Ultimate Growth Marketing Stack
The Ultimate Growth Marketing StackThe Ultimate Growth Marketing Stack
The Ultimate Growth Marketing Stack
 
The top 3 ingredients to drive more sales through video marketing
The top 3 ingredients to drive more sales through video marketingThe top 3 ingredients to drive more sales through video marketing
The top 3 ingredients to drive more sales through video marketing
 
How to identify your highest impact growth opportunities
How to identify your highest impact growth opportunitiesHow to identify your highest impact growth opportunities
How to identify your highest impact growth opportunities
 
E-Commerce Promotion 101: How to Use Non-Intrusive Popups to Generate More Sa...
E-Commerce Promotion 101: How to Use Non-Intrusive Popups to Generate More Sa...E-Commerce Promotion 101: How to Use Non-Intrusive Popups to Generate More Sa...
E-Commerce Promotion 101: How to Use Non-Intrusive Popups to Generate More Sa...
 
Advanced Content Marketing and SEO: Higher Rankings and More Traffic in Less ...
Advanced Content Marketing and SEO: Higher Rankings and More Traffic in Less ...Advanced Content Marketing and SEO: Higher Rankings and More Traffic in Less ...
Advanced Content Marketing and SEO: Higher Rankings and More Traffic in Less ...
 
7 Pitfalls That Will Ruin Your Analytics Data and Prevent You from Getting An...
7 Pitfalls That Will Ruin Your Analytics Data and Prevent You from Getting An...7 Pitfalls That Will Ruin Your Analytics Data and Prevent You from Getting An...
7 Pitfalls That Will Ruin Your Analytics Data and Prevent You from Getting An...
 

Recently uploaded

Unlocking Everyday Narratives: The Power of Storytelling in Marketing - Chad...
Unlocking Everyday Narratives: The Power of Storytelling in Marketing  - Chad...Unlocking Everyday Narratives: The Power of Storytelling in Marketing  - Chad...
Unlocking Everyday Narratives: The Power of Storytelling in Marketing - Chad...
DigiMarCon - Digital Marketing, Media and Advertising Conferences & Exhibitions
 
Unknown to Unforgettable - The Art and Science to Being Irresistible on Camer...
Unknown to Unforgettable - The Art and Science to Being Irresistible on Camer...Unknown to Unforgettable - The Art and Science to Being Irresistible on Camer...
Unknown to Unforgettable - The Art and Science to Being Irresistible on Camer...
DigiMarCon - Digital Marketing, Media and Advertising Conferences & Exhibitions
 
Luxury Hanloom Saree Brand ,Capstone Project_Kiran Bansal.pdf
Luxury Hanloom Saree Brand ,Capstone Project_Kiran Bansal.pdfLuxury Hanloom Saree Brand ,Capstone Project_Kiran Bansal.pdf
Luxury Hanloom Saree Brand ,Capstone Project_Kiran Bansal.pdf
KiranRai75
 
[Google March 2024 Update] How To Thrive: Content, Link Building & SEO
[Google March 2024 Update] How To Thrive: Content, Link Building & SEO[Google March 2024 Update] How To Thrive: Content, Link Building & SEO
[Google March 2024 Update] How To Thrive: Content, Link Building & SEO
Search Engine Journal
 
SEO Master Class - Steve Wiideman, Wiideman Consulting Group
SEO Master Class - Steve Wiideman,  Wiideman Consulting GroupSEO Master Class - Steve Wiideman,  Wiideman Consulting Group
SEO Master Class - Steve Wiideman, Wiideman Consulting Group
DigiMarCon - Digital Marketing, Media and Advertising Conferences & Exhibitions
 
Gokila digital marketing| consultant| Coimbatore
Gokila digital marketing| consultant| CoimbatoreGokila digital marketing| consultant| Coimbatore
Gokila digital marketing| consultant| Coimbatore
dmgokila
 
Generative AI - Unleash Creative Opportunity - Peter Weltman
Generative AI - Unleash Creative Opportunity - Peter WeltmanGenerative AI - Unleash Creative Opportunity - Peter Weltman
Generative AI - Unleash Creative Opportunity - Peter Weltman
DigiMarCon - Digital Marketing, Media and Advertising Conferences & Exhibitions
 
From Hope to Despair The Top 10 Reasons Businesses Ditch SEO Tactics.pptx
From Hope to Despair The Top 10 Reasons Businesses Ditch SEO Tactics.pptxFrom Hope to Despair The Top 10 Reasons Businesses Ditch SEO Tactics.pptx
From Hope to Despair The Top 10 Reasons Businesses Ditch SEO Tactics.pptx
Boston SEO Services
 
What’s “In” and “Out” for ABM in 2024: Plays That Help You Grow and Ones to L...
What’s “In” and “Out” for ABM in 2024: Plays That Help You Grow and Ones to L...What’s “In” and “Out” for ABM in 2024: Plays That Help You Grow and Ones to L...
What’s “In” and “Out” for ABM in 2024: Plays That Help You Grow and Ones to L...
Demandbase
 
Digital Marketing Trends - Experts Insights on How to Gain a Competitive Edge...
Digital Marketing Trends - Experts Insights on How to Gain a Competitive Edge...Digital Marketing Trends - Experts Insights on How to Gain a Competitive Edge...
Digital Marketing Trends - Experts Insights on How to Gain a Competitive Edge...
DigiMarCon - Digital Marketing, Media and Advertising Conferences & Exhibitions
 
Global Growth Starts With Translation - How To Unlock Global Markets - Tim Kirby
Global Growth Starts With Translation - How To Unlock Global Markets - Tim KirbyGlobal Growth Starts With Translation - How To Unlock Global Markets - Tim Kirby
Global Growth Starts With Translation - How To Unlock Global Markets - Tim Kirby
DigiMarCon - Digital Marketing, Media and Advertising Conferences & Exhibitions
 
How American Bath Group Leveraged Kontent
How American Bath Group Leveraged KontentHow American Bath Group Leveraged Kontent
WTS-Berlin-2024-Veronika-Höller-Innovate-NextGEN-SEO-Merging-AI-Multimedia-an...
WTS-Berlin-2024-Veronika-Höller-Innovate-NextGEN-SEO-Merging-AI-Multimedia-an...WTS-Berlin-2024-Veronika-Höller-Innovate-NextGEN-SEO-Merging-AI-Multimedia-an...
WTS-Berlin-2024-Veronika-Höller-Innovate-NextGEN-SEO-Merging-AI-Multimedia-an...
Veronika Höller
 
Top digital marketing institutein noida
Top digital marketing institutein noidaTop digital marketing institutein noida
Top digital marketing institutein noida
aditisingh6607
 
The New Era Of SEO - How AI Has Changed SEO Forever - Danny Leibrandt
The New Era Of SEO - How AI Has Changed SEO Forever - Danny LeibrandtThe New Era Of SEO - How AI Has Changed SEO Forever - Danny Leibrandt
The New Era Of SEO - How AI Has Changed SEO Forever - Danny Leibrandt
DigiMarCon - Digital Marketing, Media and Advertising Conferences & Exhibitions
 
Winning local SEO in the Age of AI - Dennis Yu
Winning local SEO in the Age of AI - Dennis YuWinning local SEO in the Age of AI - Dennis Yu
How to Use a Free Book Funnel to Drive Highly Qualified Buyers Into Your Busi...
How to Use a Free Book Funnel to Drive Highly Qualified Buyers Into Your Busi...How to Use a Free Book Funnel to Drive Highly Qualified Buyers Into Your Busi...
How to Use a Free Book Funnel to Drive Highly Qualified Buyers Into Your Busi...
DigiMarCon - Digital Marketing, Media and Advertising Conferences & Exhibitions
 
Your Path to Profits - The Game-Changing Power of a Marketing - Daniel Bussius
Your Path to Profits - The Game-Changing Power of a Marketing - Daniel BussiusYour Path to Profits - The Game-Changing Power of a Marketing - Daniel Bussius
Your Path to Profits - The Game-Changing Power of a Marketing - Daniel Bussius
DigiMarCon - Digital Marketing, Media and Advertising Conferences & Exhibitions
 
Podcast, The New Marketing Currency - Ozeal Debastos
Podcast, The New Marketing Currency - Ozeal DebastosPodcast, The New Marketing Currency - Ozeal Debastos
Podcast, The New Marketing Currency - Ozeal Debastos
DigiMarCon - Digital Marketing, Media and Advertising Conferences & Exhibitions
 
Turn Digital Reputation Threats into Offense Tactics - Daniel Lemin
Turn Digital Reputation Threats into Offense Tactics - Daniel LeminTurn Digital Reputation Threats into Offense Tactics - Daniel Lemin
Turn Digital Reputation Threats into Offense Tactics - Daniel Lemin
DigiMarCon - Digital Marketing, Media and Advertising Conferences & Exhibitions
 

Recently uploaded (20)

Unlocking Everyday Narratives: The Power of Storytelling in Marketing - Chad...
Unlocking Everyday Narratives: The Power of Storytelling in Marketing  - Chad...Unlocking Everyday Narratives: The Power of Storytelling in Marketing  - Chad...
Unlocking Everyday Narratives: The Power of Storytelling in Marketing - Chad...
 
Unknown to Unforgettable - The Art and Science to Being Irresistible on Camer...
Unknown to Unforgettable - The Art and Science to Being Irresistible on Camer...Unknown to Unforgettable - The Art and Science to Being Irresistible on Camer...
Unknown to Unforgettable - The Art and Science to Being Irresistible on Camer...
 
Luxury Hanloom Saree Brand ,Capstone Project_Kiran Bansal.pdf
Luxury Hanloom Saree Brand ,Capstone Project_Kiran Bansal.pdfLuxury Hanloom Saree Brand ,Capstone Project_Kiran Bansal.pdf
Luxury Hanloom Saree Brand ,Capstone Project_Kiran Bansal.pdf
 
[Google March 2024 Update] How To Thrive: Content, Link Building & SEO
[Google March 2024 Update] How To Thrive: Content, Link Building & SEO[Google March 2024 Update] How To Thrive: Content, Link Building & SEO
[Google March 2024 Update] How To Thrive: Content, Link Building & SEO
 
SEO Master Class - Steve Wiideman, Wiideman Consulting Group
SEO Master Class - Steve Wiideman,  Wiideman Consulting GroupSEO Master Class - Steve Wiideman,  Wiideman Consulting Group
SEO Master Class - Steve Wiideman, Wiideman Consulting Group
 
Gokila digital marketing| consultant| Coimbatore
Gokila digital marketing| consultant| CoimbatoreGokila digital marketing| consultant| Coimbatore
Gokila digital marketing| consultant| Coimbatore
 
Generative AI - Unleash Creative Opportunity - Peter Weltman
Generative AI - Unleash Creative Opportunity - Peter WeltmanGenerative AI - Unleash Creative Opportunity - Peter Weltman
Generative AI - Unleash Creative Opportunity - Peter Weltman
 
From Hope to Despair The Top 10 Reasons Businesses Ditch SEO Tactics.pptx
From Hope to Despair The Top 10 Reasons Businesses Ditch SEO Tactics.pptxFrom Hope to Despair The Top 10 Reasons Businesses Ditch SEO Tactics.pptx
From Hope to Despair The Top 10 Reasons Businesses Ditch SEO Tactics.pptx
 
What’s “In” and “Out” for ABM in 2024: Plays That Help You Grow and Ones to L...
What’s “In” and “Out” for ABM in 2024: Plays That Help You Grow and Ones to L...What’s “In” and “Out” for ABM in 2024: Plays That Help You Grow and Ones to L...
What’s “In” and “Out” for ABM in 2024: Plays That Help You Grow and Ones to L...
 
Digital Marketing Trends - Experts Insights on How to Gain a Competitive Edge...
Digital Marketing Trends - Experts Insights on How to Gain a Competitive Edge...Digital Marketing Trends - Experts Insights on How to Gain a Competitive Edge...
Digital Marketing Trends - Experts Insights on How to Gain a Competitive Edge...
 
Global Growth Starts With Translation - How To Unlock Global Markets - Tim Kirby
Global Growth Starts With Translation - How To Unlock Global Markets - Tim KirbyGlobal Growth Starts With Translation - How To Unlock Global Markets - Tim Kirby
Global Growth Starts With Translation - How To Unlock Global Markets - Tim Kirby
 
How American Bath Group Leveraged Kontent
How American Bath Group Leveraged KontentHow American Bath Group Leveraged Kontent
How American Bath Group Leveraged Kontent
 
WTS-Berlin-2024-Veronika-Höller-Innovate-NextGEN-SEO-Merging-AI-Multimedia-an...
WTS-Berlin-2024-Veronika-Höller-Innovate-NextGEN-SEO-Merging-AI-Multimedia-an...WTS-Berlin-2024-Veronika-Höller-Innovate-NextGEN-SEO-Merging-AI-Multimedia-an...
WTS-Berlin-2024-Veronika-Höller-Innovate-NextGEN-SEO-Merging-AI-Multimedia-an...
 
Top digital marketing institutein noida
Top digital marketing institutein noidaTop digital marketing institutein noida
Top digital marketing institutein noida
 
The New Era Of SEO - How AI Has Changed SEO Forever - Danny Leibrandt
The New Era Of SEO - How AI Has Changed SEO Forever - Danny LeibrandtThe New Era Of SEO - How AI Has Changed SEO Forever - Danny Leibrandt
The New Era Of SEO - How AI Has Changed SEO Forever - Danny Leibrandt
 
Winning local SEO in the Age of AI - Dennis Yu
Winning local SEO in the Age of AI - Dennis YuWinning local SEO in the Age of AI - Dennis Yu
Winning local SEO in the Age of AI - Dennis Yu
 
How to Use a Free Book Funnel to Drive Highly Qualified Buyers Into Your Busi...
How to Use a Free Book Funnel to Drive Highly Qualified Buyers Into Your Busi...How to Use a Free Book Funnel to Drive Highly Qualified Buyers Into Your Busi...
How to Use a Free Book Funnel to Drive Highly Qualified Buyers Into Your Busi...
 
Your Path to Profits - The Game-Changing Power of a Marketing - Daniel Bussius
Your Path to Profits - The Game-Changing Power of a Marketing - Daniel BussiusYour Path to Profits - The Game-Changing Power of a Marketing - Daniel Bussius
Your Path to Profits - The Game-Changing Power of a Marketing - Daniel Bussius
 
Podcast, The New Marketing Currency - Ozeal Debastos
Podcast, The New Marketing Currency - Ozeal DebastosPodcast, The New Marketing Currency - Ozeal Debastos
Podcast, The New Marketing Currency - Ozeal Debastos
 
Turn Digital Reputation Threats into Offense Tactics - Daniel Lemin
Turn Digital Reputation Threats into Offense Tactics - Daniel LeminTurn Digital Reputation Threats into Offense Tactics - Daniel Lemin
Turn Digital Reputation Threats into Offense Tactics - Daniel Lemin
 

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
  • 2. Join the conversation on Twi!er @ThueLMadsen #KISSwebinar
  • 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 Designed for: Designed by: Date: Version: 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 Channels Gains Copyright Business Model Foundry AG Designed for: Designed by: Date: Version: Key Partners Key Activities Value Propositions Customer Segments Channels Gains 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 Pain Relievers Pains Products & Services Customer Job(s) The Value Proposition Canvas Value Proposition Customer Segment Copyright Business Model Foundry AG The makers of Busines Model Generation and Strategyzer strategyzer.com com Gain Creators Pain Relievers Pains Products & Services Customer Job(s) The Value Proposition Canvas Value Proposition Customer Segment 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 Customer Job(s) 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 Job(s) 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 & Services Customer Job(s) The Value Proposition Canvas Value Proposition Customer Segment The makers of Busines Model Generation and Strategyzer strategyzer.com The Business Model Canvas Channels Revenue Streams Key Resources Cost Structure Customer Relationships designed by: Business Model Foundry GmbH, Switzerland www.businessmodelgeneration.com Gains 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 Job(s) The Value Proposition Canvas Value Proposition Customer Segment The makers of Busines Model Generation and Strategyzer strategyzer.com [Source: design squiggle adapted from Damien Newman, Central]
  • 7. 6
  • 8.
  • 10. 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
  • 12. 1 1.0 Context 1.1 Customer Profile 1.2 Value Map 1.4 Fit
  • 13. 1.0 Context: Business Model Canvas
  • 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.
  • 25. “ ” Jobs-to-be-done offers a clear way to innovate – Clay Christensen, HBS
  • 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?
  • 36.
  • 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
  • 42. pain relievers describe how your products and services alleviate customer pains
  • 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
  • 44. gain creators describe how your products and services create customer gains
  • 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
  • 49. Design, Test, Repeat design test
  • 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
  • 52.
  • 53. ? ? ? ? ? ? ? -Zoom +Zoom Zoom out to the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how you are creating value for your customers. ? ? ? ? ? ? ? -Zoom +Zoom Zoom out to the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how you are creating value for your customers. 169 * Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos ? ? ? ? ? ? ? -Zoom +Zoom Zoom out to the bigger picture to analyze if you can profitably create, deliver, and capture value around this particular customer value proposition. Zoom in to the detailed picture to investigate if the customer value proposition in your business model really creates value for your customer. Are you creating value for your business? The Business Model Canvas makes explicit how you are creating and capturing value for your business. Are you creating value for your customer? The Value Proposition Canvas makes explicit how you are creating value for your customers. * Working preview content for private review only, do not distribute — © Copyright Osterwalder, Pigneur, Bernarda, Smith, and Papadakos adapt the business model & the value proposition
  • 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
  • 55. Design, Test, Repeat design test
  • 57. Why do businesses fail ? . Test those first!
  • 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
  • 61. 3.1 What to Test TEST 214 215
  • 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
  • 65. HYPOTHESIS 3.2 Testing Step-by-Step TEST 222 223
  • 66. Test Card + - Extract Hypotheses Prioritize Hypotheses Design Test TESTING VALUE PROPOSTIONS
  • 67. Learning Card + ! - Prioritize Tests Run Tests Capture Learnings Make Progress
  • 68. Write Your Own Test Card
  • 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
  • 71. SUCCESS 3.3 Experiment Library TEST 240 241
  • 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 Test Card Test Card Test Card Test Card Test Card Test Card 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
  • 86. Start Your Free KISSmetrics Trial LOG IN WITH GOOGLE
  • 87. Questions? Alexander Osterwalder Entrepreneur and business model innovator Strategyzer @AlexOsterwalder Thue Madsen Marketing Associate KISSmetrics @ThueLMadsen