A quick presentation to introduce two concepts:
1. the idea generation workshop (using the A4 Technique and StoryCubes)
2. the value proposition canvas
Learn tactics to rapidly build and test a startup idea with a minimal budget. Step-by-step details to create your Minimum Viable Product (MVP) and achieve Product-Market-Channel-Fit. Quickly build, launch, test, gather data, analyze data, iterate, and/ or kill the startup idea.
Have questions? Tweet @Adriana_Herrera or email adriana [at] openbubbles dot com.
The lecture on Value Proposition Canvas Part A explains why the concept is of so much importance especially to first time entrepreneurs.
Startups sustainability requires in-depth understanding of the target customers. Failing at this stage will have costly repercussions for the entrepreneur and his business.
Part A discuss the Value Proposition Canvas definition, value proposition examples, and how Value Proposition Canvas is different than Business Slogans.
A discussion to identify how to effectively align product discovery efforts to business goals and prioritize initiatives to deliver new value to the business.
In order for a company to expand into new markets and continuously grow their business, they must innovate. As a product manager, understanding how to approach each stage of the product discovery process — from identifying the right problem to implementing the best solution that fits the market — is key.
Hector Del Castillo of BoldPM walks through this process, sharing practical strategies and tools that can help you facilitate the creation of valuable new products. Hector shares how to better understand your company's ecosystem and approach the different phases of product discovery, including preparation, problem identification, creating ideas, testing and prototyping, and launching and scaling.
About Hector Del Castillo
Hector is a product executive with over 20 years of experience helping mid-market digital companies launch world-class offerings faster. He sparks creativity and innovation within teams to substantially transform and grow companies and achieve smarter product outcomes faster. He has launched over 35 products resulting in over 26% increase in profitability. Hector is a former instructor at AIPMM and 280 Group and contributor to the Product Management and Marketing Body of Knowledge (ProdBOK) Guide.
Connect with Hector: https://linkd.in/hdelcastillo
About BoldPM
A product marketing and management consulting firm that inspires product executives, managers and leaders within mid-market digital companies to grow high performing teams and implement processes and tools to design, build and launch valuable products customers love to increase the company’s profitability and achieve faster growth.
Want to accelerate your career as a product professional in 2021? Sign up for upcoming BoldPM Academy workshops to grow your product management & leadership skills: https://bit.ly/boldpma2021
About ProductCamp DC
A community of over 800 product professionals from the DC/Baltimore metro areas that organizes monthly gatherings focused on product-related topics and best practices for designing, building, launching and marketing great products. We host monthly gatherings to connect, learn about leading methods and tools and share the latest techniques and experiences with like-minded product professionals.
Join us to connect, learn and grow from like-minded product executives and leaders. Use this link to join our mailing list: https://bit.ly/pcampdclist
Learn tactics to rapidly build and test a startup idea with a minimal budget. Step-by-step details to create your Minimum Viable Product (MVP) and achieve Product-Market-Channel-Fit. Quickly build, launch, test, gather data, analyze data, iterate, and/ or kill the startup idea.
Have questions? Tweet @Adriana_Herrera or email adriana [at] openbubbles dot com.
The lecture on Value Proposition Canvas Part A explains why the concept is of so much importance especially to first time entrepreneurs.
Startups sustainability requires in-depth understanding of the target customers. Failing at this stage will have costly repercussions for the entrepreneur and his business.
Part A discuss the Value Proposition Canvas definition, value proposition examples, and how Value Proposition Canvas is different than Business Slogans.
A discussion to identify how to effectively align product discovery efforts to business goals and prioritize initiatives to deliver new value to the business.
In order for a company to expand into new markets and continuously grow their business, they must innovate. As a product manager, understanding how to approach each stage of the product discovery process — from identifying the right problem to implementing the best solution that fits the market — is key.
Hector Del Castillo of BoldPM walks through this process, sharing practical strategies and tools that can help you facilitate the creation of valuable new products. Hector shares how to better understand your company's ecosystem and approach the different phases of product discovery, including preparation, problem identification, creating ideas, testing and prototyping, and launching and scaling.
About Hector Del Castillo
Hector is a product executive with over 20 years of experience helping mid-market digital companies launch world-class offerings faster. He sparks creativity and innovation within teams to substantially transform and grow companies and achieve smarter product outcomes faster. He has launched over 35 products resulting in over 26% increase in profitability. Hector is a former instructor at AIPMM and 280 Group and contributor to the Product Management and Marketing Body of Knowledge (ProdBOK) Guide.
Connect with Hector: https://linkd.in/hdelcastillo
About BoldPM
A product marketing and management consulting firm that inspires product executives, managers and leaders within mid-market digital companies to grow high performing teams and implement processes and tools to design, build and launch valuable products customers love to increase the company’s profitability and achieve faster growth.
Want to accelerate your career as a product professional in 2021? Sign up for upcoming BoldPM Academy workshops to grow your product management & leadership skills: https://bit.ly/boldpma2021
About ProductCamp DC
A community of over 800 product professionals from the DC/Baltimore metro areas that organizes monthly gatherings focused on product-related topics and best practices for designing, building, launching and marketing great products. We host monthly gatherings to connect, learn about leading methods and tools and share the latest techniques and experiences with like-minded product professionals.
Join us to connect, learn and grow from like-minded product executives and leaders. Use this link to join our mailing list: https://bit.ly/pcampdclist
Ideation is at the heart of the Design Thinking process. Ideation sessions help you to challenge assumptions, think outside the box, and explore uncharted territory. In the ideation phase, you explore and come up with as many ideas as possible.
In this presentation guide, you will learn and develop skills in six types of ideation techniques that can be used in the Design Thinking cycle. They include:
1. Brainstorming
2. 2 x 2 Matrix
3. Dot Voting
4. 6-3-5 Method (Brainwriting)
5. Special Brainstorming (Negative Brainstorming, Figuring Storming, and Bodystorming)
6. NABC (Need, Approach, Benefit and Competition)
This guide provides a means to introduce ideation techniques to your workshop participants other than the traditional brainstorming method. It helps to make your ideation sessions fun and exciting.
LEARNING OBJECTIVES
1. Gain knowledge on the various ideation techniques that can be used in the design thinking cycle.
2. Develop skills in the application of ideation techniques.
3. Understand the expert tips and key learnings of ideation techniques.
CONTENTS
1. Brainstorming
2. 2 x 2 Matrix
3. Dot Voting
4. 6-3-5 Method
5. Special Brainstorming
6. NABC
To download this complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Customer First Creating data-driven products with a human touch by Deliveroo ...Product School
Key Takeaways:
-Start with your end user: Anecdotes, Averages, Awareness
- Align your success criteria
- Obsess over outcomes, not features
- Be bold, and bias for action
Kickstart your Product Backlog with Innovation GamesFrederic Vandaele
How to start your Scrum project? How to initialize your product backlog? You are not alone, in most agile projects, managing the product backlog remains a complex and difficult activity.
Scrum said that it's the Product Owner that manage the product backlog but it does not tell us how (It's a framework you know). However, the product owners are people from the business. They have little or no experience with Agile and what it means in term of contribution to the project.
How to involve a group of users in the creation of product backlog without that they feel cheated or ignored? How to prioritize dozens or even hundreds of user stories of varying sizes with a group of users representing different needs with conflicting interests?
The Innovation Games are techniques that can address these issues. The art is to combine these methods with a view to a common vision to emerge as an initial product backlog that will help the Scrum team to start the project on a solid foundation.
Presented at Agile Tour Brussels 2013
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
A talk I gave at Google on Strategy and Product Discovery
We discussed:
Discovering Features and Products (Product Strategy)
Discovering Products and Product Lines (Product Line / Company Strategy)
Marty Cagan: Using High Fidelity Prototypes for Product Discovery
This presentation discusses how you can leverage the innovation strategy and the product lifecycle to get your product strategy right and achieve product success; how to make your product stand out from the crowd; and how you can effectively capture your product strategy.
Over the past several years, the lean startup movement has made the Minimal Viable Product (MVP) a key approach to incrementally discovering effective products and services. In this talk, Levent Gurses will discuss a 5 step MVP process for building great minimum viable products that's been used in real client engagements. His process has been developed working with more than 20 enterprise full-stack and mobile clients over the course of several years. Topics will include the challenges of creating the MVP vision, scoping the activity, what should an MVP cost in time and money, and what should you have when you are “done”. Not only sharing his tales of MVP development, he will provide insights in how he's developed methods to effectively drive vision and development execution.
What is an MVP?
A product that has the absolute minimal set of core features necessary to prove a hypothesis, generally linked to commercial success or market validation. The MVP seeks the highest return on investment versus risk.
The Rise of the Lean Startup Movement
The lean startup movement came about as a result of analysis of many startup successes and failures. Development timeframes have become shorter and customer engagement has increased, which is helping companies better product-market fit and a path to success.
Presentation Outline:
• The MVP Vision (What will I have at the end of the effort?)
• Brief history of the lean startup movement
• Scoping
• Budgeting for MVP
• Features: The MVP Way
• Essential vs. peripheral features
• Must have to prove a hypothesis vs. nice to have
• Assembling a team
• Hiring contractors or vendor firms to build the MVP
• Choosing a technology
• Fake it until you make it: How to create mock features for an MVP
Presenter
Levent Gurses - Developer, speaker, and entrepreneur, Levent is the founder www.movel.co, an enterprise mobility company based in Virginia. He’s a nationally-recognized leader in mobile technologies and is a frequent speaker at tech communities on mobile and full-stack development. Levent holds a BS in Computer Engineering and is a Certified ScrumMaster and Certified Product Owner.
Slides from Re-Wired Group's talk on understanding and uncovering 'Jobs to be Done' at Business of Software Conference 2013.
More information about Business of Software - www.BusinessofSoftware.org
RiseUp redefines the way parents & coaches interact and prepare, develop and promote our youth for tomorrow's challenges. With our innovative use of cognitive, semantic and web technologies we provide the best available tools for personal development, coaching and recruiting anywhere.
RiseUp is currently in the process of raising it's seed round to complete its product development, launch program and a series of field marketing events.
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
A simple investor pitch deck template with examples designed to simplify the process for entrepreneurs develop their investor pitch deck's quickly and easily.
This is part of a series of presentations:
1. One pager
2. 12–15 slide pitch deck
3. 50–60 back-up slides
4. Due diligence
This document is focused on the second part of the series which is just the pitch deck itself.
How to Crack the PM Interview by Gayle McDowellProduct School
Product Management Event Held at the Product Conference in San Francisco.
Gayle McDowell taught how to prepare for Product Manager interviews, what top companies like Google, Amazon, and Microsoft really look for, and how to tackle the toughest problems.
She also discussed how the ambiguously-named "PM" (product manager / program manager) role varies across companies, what experience you need, how to make your existing experience translate, what a great PM resume and cover letter look like, and finally, how to master the PM interview questions (estimation questions, behavioral questions, case questions, product questions, technical questions, and the super important "pitch").
Hera LABS is a business accelerator Helping Entrepreneurs Rapidly Accelerate through workshops, accountability groups, LABS (intense sessions of business launch & growth), and consulting. This pitch deck is a template entrepreneurs can use to prepare for angel investing meetings or general investor meetings. Every angel investor is a bit different in what they are looking for, but with this outline, you can be well prepared for those high level questions. Some angel groups require less or more information, so please check requirements before using this outline. This investor pitch deck is meant to guide entrepreneurs through the basics of a pitch, give real-life examples of companies (big and small) who do it / did it right in every topic of the pitch deck. Hope this is useful.
El entorno actual en el que nos desenvolvemos es volátil, incierto, complejo y ambiguo, es por ello que las empresas están buscando alternativas para la generación de productos y servicios innovadores. Ante esta situación cobra mayor realce el Product Discovery por medio del cual trata de garantizar que el producto correcto se construya para la audiencia correcta. Esta se constituye en la base para una implementación exitosa y una fase de lanzamiento posterior y debería proporcionar la confianza para representar la visión del producto ante el equipo, los Stakeholders y la alta gerencia.
Every venture capitalist, board member and startup advisor counsels the entrepreneur to focus on building their minimum viable product (MVP). But how exactly does a company build out its MVP? Learn how the right framework guides your development from MVP to a mature product.
5 day #Designsprint: Our product discovery dojo for a start-up in ViennaJens Otto Lange
Case Story about the Product Discovery Dojo - a 5 day design sprint Jens Otto Lange and Stefan Haas run for a start-up in Vienna, Austria, in January 2015, to co-design a compelling vision. Dojo attendees practiced how to apply Design Thinking and the Value Proposition Canvas to match strategy with team and product.
A project of www.podojo.com by http://www.haaslab.net and http://www.jensottolange.de
Ideation is at the heart of the Design Thinking process. Ideation sessions help you to challenge assumptions, think outside the box, and explore uncharted territory. In the ideation phase, you explore and come up with as many ideas as possible.
In this presentation guide, you will learn and develop skills in six types of ideation techniques that can be used in the Design Thinking cycle. They include:
1. Brainstorming
2. 2 x 2 Matrix
3. Dot Voting
4. 6-3-5 Method (Brainwriting)
5. Special Brainstorming (Negative Brainstorming, Figuring Storming, and Bodystorming)
6. NABC (Need, Approach, Benefit and Competition)
This guide provides a means to introduce ideation techniques to your workshop participants other than the traditional brainstorming method. It helps to make your ideation sessions fun and exciting.
LEARNING OBJECTIVES
1. Gain knowledge on the various ideation techniques that can be used in the design thinking cycle.
2. Develop skills in the application of ideation techniques.
3. Understand the expert tips and key learnings of ideation techniques.
CONTENTS
1. Brainstorming
2. 2 x 2 Matrix
3. Dot Voting
4. 6-3-5 Method
5. Special Brainstorming
6. NABC
To download this complete presentation, visit: https://www.oeconsulting.com.sg/training-presentations
Customer First Creating data-driven products with a human touch by Deliveroo ...Product School
Key Takeaways:
-Start with your end user: Anecdotes, Averages, Awareness
- Align your success criteria
- Obsess over outcomes, not features
- Be bold, and bias for action
Kickstart your Product Backlog with Innovation GamesFrederic Vandaele
How to start your Scrum project? How to initialize your product backlog? You are not alone, in most agile projects, managing the product backlog remains a complex and difficult activity.
Scrum said that it's the Product Owner that manage the product backlog but it does not tell us how (It's a framework you know). However, the product owners are people from the business. They have little or no experience with Agile and what it means in term of contribution to the project.
How to involve a group of users in the creation of product backlog without that they feel cheated or ignored? How to prioritize dozens or even hundreds of user stories of varying sizes with a group of users representing different needs with conflicting interests?
The Innovation Games are techniques that can address these issues. The art is to combine these methods with a view to a common vision to emerge as an initial product backlog that will help the Scrum team to start the project on a solid foundation.
Presented at Agile Tour Brussels 2013
Would you like to be able to increase the adoption rate of your product? In this session, we will introduce you to cutting edge concepts and techniques to shift your product development process from output to outcome driven. We will combine elements of Lean Startup, Product Discovery, and Experiment Driven Development to accelerate learning to quickly build products customer love.
A talk I gave at Google on Strategy and Product Discovery
We discussed:
Discovering Features and Products (Product Strategy)
Discovering Products and Product Lines (Product Line / Company Strategy)
Marty Cagan: Using High Fidelity Prototypes for Product Discovery
This presentation discusses how you can leverage the innovation strategy and the product lifecycle to get your product strategy right and achieve product success; how to make your product stand out from the crowd; and how you can effectively capture your product strategy.
Over the past several years, the lean startup movement has made the Minimal Viable Product (MVP) a key approach to incrementally discovering effective products and services. In this talk, Levent Gurses will discuss a 5 step MVP process for building great minimum viable products that's been used in real client engagements. His process has been developed working with more than 20 enterprise full-stack and mobile clients over the course of several years. Topics will include the challenges of creating the MVP vision, scoping the activity, what should an MVP cost in time and money, and what should you have when you are “done”. Not only sharing his tales of MVP development, he will provide insights in how he's developed methods to effectively drive vision and development execution.
What is an MVP?
A product that has the absolute minimal set of core features necessary to prove a hypothesis, generally linked to commercial success or market validation. The MVP seeks the highest return on investment versus risk.
The Rise of the Lean Startup Movement
The lean startup movement came about as a result of analysis of many startup successes and failures. Development timeframes have become shorter and customer engagement has increased, which is helping companies better product-market fit and a path to success.
Presentation Outline:
• The MVP Vision (What will I have at the end of the effort?)
• Brief history of the lean startup movement
• Scoping
• Budgeting for MVP
• Features: The MVP Way
• Essential vs. peripheral features
• Must have to prove a hypothesis vs. nice to have
• Assembling a team
• Hiring contractors or vendor firms to build the MVP
• Choosing a technology
• Fake it until you make it: How to create mock features for an MVP
Presenter
Levent Gurses - Developer, speaker, and entrepreneur, Levent is the founder www.movel.co, an enterprise mobility company based in Virginia. He’s a nationally-recognized leader in mobile technologies and is a frequent speaker at tech communities on mobile and full-stack development. Levent holds a BS in Computer Engineering and is a Certified ScrumMaster and Certified Product Owner.
Slides from Re-Wired Group's talk on understanding and uncovering 'Jobs to be Done' at Business of Software Conference 2013.
More information about Business of Software - www.BusinessofSoftware.org
RiseUp redefines the way parents & coaches interact and prepare, develop and promote our youth for tomorrow's challenges. With our innovative use of cognitive, semantic and web technologies we provide the best available tools for personal development, coaching and recruiting anywhere.
RiseUp is currently in the process of raising it's seed round to complete its product development, launch program and a series of field marketing events.
How to re-frame business problems to customer-centric opportunity spaces that drive value. Design thinking is your shortcut to customer empathy. A good understanding on how this method could help you identify real customer problems and unmet needs is essential. Moreover we will share techniques and tools that you can implement directly after this crash course. Start inventing the future.
A simple investor pitch deck template with examples designed to simplify the process for entrepreneurs develop their investor pitch deck's quickly and easily.
This is part of a series of presentations:
1. One pager
2. 12–15 slide pitch deck
3. 50–60 back-up slides
4. Due diligence
This document is focused on the second part of the series which is just the pitch deck itself.
How to Crack the PM Interview by Gayle McDowellProduct School
Product Management Event Held at the Product Conference in San Francisco.
Gayle McDowell taught how to prepare for Product Manager interviews, what top companies like Google, Amazon, and Microsoft really look for, and how to tackle the toughest problems.
She also discussed how the ambiguously-named "PM" (product manager / program manager) role varies across companies, what experience you need, how to make your existing experience translate, what a great PM resume and cover letter look like, and finally, how to master the PM interview questions (estimation questions, behavioral questions, case questions, product questions, technical questions, and the super important "pitch").
Hera LABS is a business accelerator Helping Entrepreneurs Rapidly Accelerate through workshops, accountability groups, LABS (intense sessions of business launch & growth), and consulting. This pitch deck is a template entrepreneurs can use to prepare for angel investing meetings or general investor meetings. Every angel investor is a bit different in what they are looking for, but with this outline, you can be well prepared for those high level questions. Some angel groups require less or more information, so please check requirements before using this outline. This investor pitch deck is meant to guide entrepreneurs through the basics of a pitch, give real-life examples of companies (big and small) who do it / did it right in every topic of the pitch deck. Hope this is useful.
El entorno actual en el que nos desenvolvemos es volátil, incierto, complejo y ambiguo, es por ello que las empresas están buscando alternativas para la generación de productos y servicios innovadores. Ante esta situación cobra mayor realce el Product Discovery por medio del cual trata de garantizar que el producto correcto se construya para la audiencia correcta. Esta se constituye en la base para una implementación exitosa y una fase de lanzamiento posterior y debería proporcionar la confianza para representar la visión del producto ante el equipo, los Stakeholders y la alta gerencia.
Every venture capitalist, board member and startup advisor counsels the entrepreneur to focus on building their minimum viable product (MVP). But how exactly does a company build out its MVP? Learn how the right framework guides your development from MVP to a mature product.
5 day #Designsprint: Our product discovery dojo for a start-up in ViennaJens Otto Lange
Case Story about the Product Discovery Dojo - a 5 day design sprint Jens Otto Lange and Stefan Haas run for a start-up in Vienna, Austria, in January 2015, to co-design a compelling vision. Dojo attendees practiced how to apply Design Thinking and the Value Proposition Canvas to match strategy with team and product.
A project of www.podojo.com by http://www.haaslab.net and http://www.jensottolange.de
Pokud značku pojímáme ve správném kontextu a ne jen jako grafickou zkratku vyjádřenou v logu, je dobrá značka pro veřejnou instituci stejně důležitá jako pro privátní firmu. Zaslouží si stejnou pozornost a péči.
Ondřej Rudolf: Dobrá značka pro veřejnou službuLibdesign
/ Prezentováno na konferenci Libdesign 2015.
Jestliže tvoříme nové nebo nově designované služby, budeme potřebovat je smysluplně prezentovat. Jako každý produkt i veřejná služba si zaslouží dobrou značku. Jak vytvořit moderní komunikaci v regulovaném prostředí, kdy zřizovatel není skutečným vlastníkem a zákazník neplatí penězi? Co potřebuje veřejná organizace vědět a umět předtím, než se pustí do brandingu? Na základě reálných zkušeností ze státní, akademické a veřejné sféry projdeme podstatu tvorby funkční značky, přípravu procesů, argumentaci se zřizovatelem, specifika výběru dodavatele a další speciality této disciplíny.
libdesign.cz/konference/speakers/ondrej-rudolf/
Up 80 % of Startups fail. One of the top reasons for it is ignoring the customers leading to a bad user experience.
This talk illuminates what a good user experience consists of, why it is customer service and product quality, and how startups can design for it.
#CustomerCentricity, #UserExperience, #UX, #CustomerExperience,#CX, #MinimumViableProduct, #MVP
(Added) Value Proposition (english) #learningCXBenno Lœwenberg
Many products and services fail miserably, because of not solving a customer problem. What makes an offering appealing, is a perceivable (added) value for the user.
The (added) value proposition is an information about the value, a product or service offers after purchase, during it's use.
This talk illustrates, how to make sure that an offering is solving an actual customers' problem and how to make this feature perceivable to customers: by using a solid value proposition.
Delivering Value through UX (english) #UNinnovation #WFPinnovationBenno Lœwenberg
Up 80 % of Startups fail. One of the top reasons for it is ignoring the customers leading to a bad user experience.
This talk illuminates what a good user experience consists of, why it is customer service and product quality, and how startups can design for it.
#CustomerCentricity, #UserExperience, #UX, #CustomerExperience,#CX, #MinimumViableProduct, #MVP
UX for Startups (english) #UnitedNations #WorldFoodProgrammeBenno Lœwenberg
Up 80 % of Startups fail. One of the top reasons for it is ignoring the customers leading to a bad user experience.
This talk illuminates what a good user experience consists of, why it is customer service and product quality, and how startups can design for it.
#CustomerCentricity, #UserExperience, #UX, #CustomerExperience,#CX, #MinimumViableProduct, #MVP
(Added) Value Proposition (english) #WirVsVirusBenno Lœwenberg
Many products and services fail miserably, because of not solving a customer problem. What makes an offering appealing, is a perceivable (added) value for the user.
The (added) value proposition is an information about the value, a product or service offers after purchase, during it's use.
This talk illustrates, how to make sure that an offering is solving an actual customers' problem and how to make this feature perceivable to customers: by using a solid value proposition.
Bis zu 80 % aller Startups und Produkte scheitern. Einer der Hauptgründe dafür ist das Ignorieren der Kunden, was zu schlechten Nutzererlebnissen führt.
Dieser Vortrag beleuchtet woraus gute User Experience besteht, warum jene zugleich Kundenservice und Produktqualität ist und wie man dafür gestalten kann.
#CustomerCentricity, #UserExperience, #UX, #CustomerExperience, #CX, #MinimumViableProduct, #MVP, #Kundensicht, #Nutzerbrille
Up 80 % of Startups fail. One of the top reasons for it is ignoring the customers leading to a bad user experience.
This talk illuminates what a good user experience consists of, why it is customer service and product quality, and how startups can design for it.
#CustomerCentricity, #UserExperience, #UX, #CustomerExperience,#CX, #MinimumViableProduct, #MVP
(Added) Value Proposition (deutsch) #WirVsVirusBenno Lœwenberg
Viele Produkte und Services scheitern krachend, da sie kein Kundenproblem lösen. Was ein Produkt oder eine Dienstleistung attraktiv macht, ist ein erkennbarer (Mehr)Wert für den Anwender.
Das (Mehr)Wertangebot oder Nutzenversprechen ist die Information über jenen Nutzen, den ein Produkt oder Service nach dem Kauf während des Gebrauchs bietet.
Dieser Vortrag zeigt, wie man sicher stellt dass ein Angebot ein tatsächliches Kundenproblem löst und man diese Eigenschaft für potentielle Kunden wahrnehmbar machen kann: mittels einer soliden Value Proposition.
Similar to Idea generation Workshop and Value Proposition Canvas (20)
Slide del talk tenuto all'interno dell'iniziativa "Rinascita Digitale".
Oggetto del talk: Innovazione del Modello di business, Epicentri di Innovazione, 10 Types of Innovation e alcuni casi reali
Un talk curato da Jacopo Romei, Daniele Radici e Rodolfo Baggio su come l'innovazione dei processi non possa muoversi con approcci razionali e standard.
Un viaggio tra i "Dieci Tipi di Innovazione" per scoprire quante grandi opportunità si possano cogliere, spingendo il pedale dell'acceleratore sull'ingaggio delle persone
Ci siamo divertiti, lavorando seriamente con i partecipanti di TEDx Milano approfondendo il Cambiamento, i suoi "blocchi" e potenziali meccanismi di risposta a questi blocchi.
Un Canvas utile per declinare una strategia di Marketing in modo operativo e strutturato.
Grazie alla mappatura iniziale delle Personas (ricollegandosi a Customer Segment e Value Proposition del Business Model Canvas), si lavora per enfatizzare quali siano i canali da utilizzare, il tone of voice e, successivamente, declinare il tutto operativamente su task interni ed esterni.
Canvas progettato e realizzato da Fabio Donadoni.
Slide del Talk di Daniele Radici durante l'evento di InnovationCLUB dedicato all'innovazione.
Slide che provocano sul reale impatto di valore dell'innovazione citando strumenti e approcci, dando evidenza dell'importanza dell'engagement e dell'estrazione di valore dalle persone d'azienda.
Tra gli strumenti di innovation: Business Model Canvas, Product Design Canvas, Marketing Canvas, Kanban Board.
Gli strumenti di engagement: Dixit Cards, StoryCubes® e LEGO® SERIOUS PLAY®
Slide utilizzate per un breve pitch durante la manifestazione Campus Party 2017. Un rapido cenno a strumenti e approcci coniati di Steve Blank e Alexander Osterwalder, indispensabili per ridurre il rischio di lancio di un nuovo prodotto/servizio
Una breve presentazione per spiegare la Kanban Board, tool di Visual Management utilizzato per monitorare l'avanzamento di progetti e processi in un team di lavoro.
Molto utilizzato negli approcci lean e agile, la Kanban Board è oggi utilizzata anche per il coordinamento e l'allineamento in realtà aziendali non solo di servizi
My slide about Business Design & Business Model Canvas used in the event "STARTUP IS MY WAY".
This is a 1-day event for students and young entrepreneurs hosted by H-FARM (6th of December 2016).
Ho avuto il piacere di intervenire durante un evento dedicato alla nuova imprenditorialità per raccontare di alcune ricerche fatto in ambito universitario e raccontare come, con il progetto StartCUP Bergamo, si stia lavorando a fondo sul tema dell'entrepreneurship
Una breve descrizione della metodologia LEGO® SERIOUS PLAY® con anche un piccolo focus su cosa "non è".
Una metodologia di problem solving e facilitazione del processo creativo e comunicativo applicabile al personal development, al team development ed alla dimensione business.
Una breve descrizione dello strumento creato nel 2008 da Alexander Osterwalder ed oggi diffuso nel mondo del business e della consulenza per facilitare i processi di design ed innovazione
Premium MEAN Stack Development Solutions for Modern BusinessesSynapseIndia
Stay ahead of the curve with our premium MEAN Stack Development Solutions. Our expert developers utilize MongoDB, Express.js, AngularJS, and Node.js to create modern and responsive web applications. Trust us for cutting-edge solutions that drive your business growth and success.
Know more: https://www.synapseindia.com/technology/mean-stack-development-company.html
Building Your Employer Brand with Social MediaLuanWise
Presented at The Global HR Summit, 6th June 2024
In this keynote, Luan Wise will provide invaluable insights to elevate your employer brand on social media platforms including LinkedIn, Facebook, Instagram, X (formerly Twitter) and TikTok. You'll learn how compelling content can authentically showcase your company culture, values, and employee experiences to support your talent acquisition and retention objectives. Additionally, you'll understand the power of employee advocacy to amplify reach and engagement – helping to position your organization as an employer of choice in today's competitive talent landscape.
"𝑩𝑬𝑮𝑼𝑵 𝑾𝑰𝑻𝑯 𝑻𝑱 𝑰𝑺 𝑯𝑨𝑳𝑭 𝑫𝑶𝑵𝑬"
𝐓𝐉 𝐂𝐨𝐦𝐬 (𝐓𝐉 𝐂𝐨𝐦𝐦𝐮𝐧𝐢𝐜𝐚𝐭𝐢𝐨𝐧𝐬) is a professional event agency that includes experts in the event-organizing market in Vietnam, Korea, and ASEAN countries. We provide unlimited types of events from Music concerts, Fan meetings, and Culture festivals to Corporate events, Internal company events, Golf tournaments, MICE events, and Exhibitions.
𝐓𝐉 𝐂𝐨𝐦𝐬 provides unlimited package services including such as Event organizing, Event planning, Event production, Manpower, PR marketing, Design 2D/3D, VIP protocols, Interpreter agency, etc.
Sports events - Golf competitions/billiards competitions/company sports events: dynamic and challenging
⭐ 𝐅𝐞𝐚𝐭𝐮𝐫𝐞𝐝 𝐩𝐫𝐨𝐣𝐞𝐜𝐭𝐬:
➢ 2024 BAEKHYUN [Lonsdaleite] IN HO CHI MINH
➢ SUPER JUNIOR-L.S.S. THE SHOW : Th3ee Guys in HO CHI MINH
➢FreenBecky 1st Fan Meeting in Vietnam
➢CHILDREN ART EXHIBITION 2024: BEYOND BARRIERS
➢ WOW K-Music Festival 2023
➢ Winner [CROSS] Tour in HCM
➢ Super Show 9 in HCM with Super Junior
➢ HCMC - Gyeongsangbuk-do Culture and Tourism Festival
➢ Korean Vietnam Partnership - Fair with LG
➢ Korean President visits Samsung Electronics R&D Center
➢ Vietnam Food Expo with Lotte Wellfood
"𝐄𝐯𝐞𝐫𝐲 𝐞𝐯𝐞𝐧𝐭 𝐢𝐬 𝐚 𝐬𝐭𝐨𝐫𝐲, 𝐚 𝐬𝐩𝐞𝐜𝐢𝐚𝐥 𝐣𝐨𝐮𝐫𝐧𝐞𝐲. 𝐖𝐞 𝐚𝐥𝐰𝐚𝐲𝐬 𝐛𝐞𝐥𝐢𝐞𝐯𝐞 𝐭𝐡𝐚𝐭 𝐬𝐡𝐨𝐫𝐭𝐥𝐲 𝐲𝐨𝐮 𝐰𝐢𝐥𝐥 𝐛𝐞 𝐚 𝐩𝐚𝐫𝐭 𝐨𝐟 𝐨𝐮𝐫 𝐬𝐭𝐨𝐫𝐢𝐞𝐬."
Business Valuation Principles for EntrepreneursBen Wann
This insightful presentation is designed to equip entrepreneurs with the essential knowledge and tools needed to accurately value their businesses. Understanding business valuation is crucial for making informed decisions, whether you're seeking investment, planning to sell, or simply want to gauge your company's worth.
Personal Brand Statement:
As an Army veteran dedicated to lifelong learning, I bring a disciplined, strategic mindset to my pursuits. I am constantly expanding my knowledge to innovate and lead effectively. My journey is driven by a commitment to excellence, and to make a meaningful impact in the world.
The world of search engine optimization (SEO) is buzzing with discussions after Google confirmed that around 2,500 leaked internal documents related to its Search feature are indeed authentic. The revelation has sparked significant concerns within the SEO community. The leaked documents were initially reported by SEO experts Rand Fishkin and Mike King, igniting widespread analysis and discourse. For More Info:- https://news.arihantwebtech.com/search-disrupted-googles-leaked-documents-rock-the-seo-world/
B2B payments are rapidly changing. Find out the 5 key questions you need to be asking yourself to be sure you are mastering B2B payments today. Learn more at www.BlueSnap.com.
Event Report - SAP Sapphire 2024 Orlando - lots of innovation and old challengesHolger Mueller
Holger Mueller of Constellation Research shares his key takeaways from SAP's Sapphire confernece, held in Orlando, June 3rd till 5th 2024, in the Orange Convention Center.
Kseniya Leshchenko: Shared development support service model as the way to ma...Lviv Startup Club
Kseniya Leshchenko: Shared development support service model as the way to make small projects with small budgets profitable for the company (UA)
Kyiv PMDay 2024 Summer
Website – www.pmday.org
Youtube – https://www.youtube.com/startuplviv
FB – https://www.facebook.com/pmdayconference
VAT Registration Outlined In UAE: Benefits and Requirementsuae taxgpt
Vat Registration is a legal obligation for businesses meeting the threshold requirement, helping companies avoid fines and ramifications. Contact now!
https://viralsocialtrends.com/vat-registration-outlined-in-uae/
Implicitly or explicitly all competing businesses employ a strategy to select a mix
of marketing resources. Formulating such competitive strategies fundamentally
involves recognizing relationships between elements of the marketing mix (e.g.,
price and product quality), as well as assessing competitive and market conditions
(i.e., industry structure in the language of economics).
Enterprise Excellence is Inclusive Excellence.pdfKaiNexus
Enterprise excellence and inclusive excellence are closely linked, and real-world challenges have shown that both are essential to the success of any organization. To achieve enterprise excellence, organizations must focus on improving their operations and processes while creating an inclusive environment that engages everyone. In this interactive session, the facilitator will highlight commonly established business practices and how they limit our ability to engage everyone every day. More importantly, though, participants will likely gain increased awareness of what we can do differently to maximize enterprise excellence through deliberate inclusion.
What is Enterprise Excellence?
Enterprise Excellence is a holistic approach that's aimed at achieving world-class performance across all aspects of the organization.
What might I learn?
A way to engage all in creating Inclusive Excellence. Lessons from the US military and their parallels to the story of Harry Potter. How belt systems and CI teams can destroy inclusive practices. How leadership language invites people to the party. There are three things leaders can do to engage everyone every day: maximizing psychological safety to create environments where folks learn, contribute, and challenge the status quo.
Who might benefit? Anyone and everyone leading folks from the shop floor to top floor.
Dr. William Harvey is a seasoned Operations Leader with extensive experience in chemical processing, manufacturing, and operations management. At Michelman, he currently oversees multiple sites, leading teams in strategic planning and coaching/practicing continuous improvement. William is set to start his eighth year of teaching at the University of Cincinnati where he teaches marketing, finance, and management. William holds various certifications in change management, quality, leadership, operational excellence, team building, and DiSC, among others.
4. COSA FACCIAMO OGGI
1. RACCOGLIERE IDEE DI PAIN / IDEE
2. SUDDIVISIONE IN TEAM (5pp per team)
3. IDENTIFICARE MACRO AREA DI LAVORO PER OGNI TEAM
4. IDEA GENERATION (A4 Vs. StoryCubes)
5. SHARING IDEAS
6. VALUE PROPOSITION CANVAS
6. VALUE PROPOSITION CANVAS
The Value Proposition Canvas
Gain Creators
Describe how your products and services create customer gains.
How do they create benefits your customer expects, desires or would be surprised
by, including functional utility, social gains, positive emotions, and cost savings?
Pain Relievers
Do they…
Create savings that make your customer happy?
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or that go
beyond their expectations?
(e.g. better quality level, more of something, less of something, …)
Copy or outperform current solutions that delight your
customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more services, lower
cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. makes them look good, produces an increase in power, status, …)
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features, …)
Fulfill something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your customers
success and failure criteria?
(e.g. better performance, lower cost, …)
Help make adoption easier?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
Rank each gain your products and services create according to its relevance to your
customer. Is it substantial or insignificant? For each gain indicate how often it occurs.
Describe how your products and services alleviate customer pains. How do they
eliminate or reduce negative emotions, undesired costs and situations, and risks
your customer experiences or could experience before, during, and after getting
the job done?
Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?
(e.g. kills frustrations, annoyances, things that give them a headache, …)
Fix underperforming solutions?
(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your
customers encounter?
(e.g. make things easier, helping them get done, eliminate resistance, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
Help your customers better sleep at night?
(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)
Limit or eradicate common mistakes customers make?
(e.g. usage mistakes, …)
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. lower or no upfront investment costs, flatter learning curve, less
resistance to change, …)
Rank each pain your products and services kill according to their intensity
for your customer. Is it very intense or very light?
For each pain indicate how often it occurs. Risks your customer experiences or
could experience before, during, and after getting the job done?
Products & Services
List all the products and services your value proposition is built around.
Which products and services do you offer that help your customer get either a
functional, social, or emotional job done, or help him/her satisfy basic needs?
Which ancillary products and services help your customer perform the roles of:
Buyer
(e.g. products and services that help customers compare offers,
decide, buy, take delivery of a product or service, …)
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Transferrer
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufactured goods, face-to-
face customer service), digital/virtual (e.g. downloads, online recommendations),
intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds,
financing services).
Rank all products and services according to their importance to your customer.
Are they crucial or trivial to your customer?
Gains
Describe the benefits your customer expects, desires or would be surprised by.
This includes functional utility, social gains, positive emotions, and cost savings.
Pains
Customer Job(s)
Describe negative emotions, undesired costs and situations, and risks that your
customer experiences or could experience before, during, and after getting the
job done.
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a headache, …)
How are current solutions underperforming for
your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
(e.g. understanding how things work, difficulties getting things done,
resistance, …)
What negative social consequences does your
customer encounter or fear?
(e.g. loss of face, power, trust, or status, …)
What risks does your customer fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
What’s keeping your customer awake at night?
(e.g. big issues, concerns, worries, …)
What common mistakes does your customer make?
(e.g. usage mistakes, …)
What barriers are keeping your customer from
adopting solutions?
(e.g. upfront investment costs, learning curve, resistance to change, …)
Describe what a specific customer segment is trying to get done. It could be the tasks
they are trying to perform and complete, the problems they are trying to solve, or the
needs they are trying to satisfy.
What functional jobs are you helping your customer get done?
(e.g. perform or complete a specific task, solve a specific problem, …)
What social jobs are you helping your customer get done?
(e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer get done?
(e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer satisfy?
(e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs ancillary jobs in differ-
ent roles. Describe the jobs your customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers dispose
of a product, transfer it to others, or resell, …)
Rank each job according to its significance to your customer. Is it
crucial or is it trivial? For each job indicate how often it occurs.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving, outside, …)
Which savings would make your customer happy?
(e.g. in terms of time, money and effort, …)
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. quality level, more of something, less of something, …)
How do current solutions delight your customer?
(e.g. specific features, performance, quality, …)
What would make your customer’s job or life easier?
(e.g. flatter learning curve, more services, lower cost of ownership, …)
What positive social consequences does your
customer desire?
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
(e.g. good design, guarantees, specific or more features, …)
What do customers dream about?
(e.g. big achievements, big reliefs, …)
How does your customer measure success and failure?
(e.g. performance, cost, …)
What would increase the likelihood of adopting a solution?
(e.g. lower cost, less investments, lower risk, better quality, performance,
design, …)
Rank each gain according to its relevance to
your customer.
Is it substantial or is it insignificant?
For each gain indicate how often it occurs.
Rank each pain according to the intensity it
represents for your customer.
Is it very intense or is it very light.?
For each pain indicate how often it occurs.
On:
Iteration:
Designed by:Designed for:
Day Month Year
No.
Customer Segment
www.businessmodelgeneration.com
Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH
Value Proposition
Create one for each Customer Segment in your Business Model
7. VALUE PROPOSITION CANVAS
The Value Proposition Canvas
Gain Creators
Describe how your products and services create customer gains.
How do they create benefits your customer expects, desires or would be surprised
by, including functional utility, social gains, positive emotions, and cost savings?
Pain Relievers
Do they…
Create savings that make your customer happy?
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or that go
beyond their expectations?
(e.g. better quality level, more of something, less of something, …)
Copy or outperform current solutions that delight your
customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more services, lower
cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. makes them look good, produces an increase in power, status, …)
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features, …)
Fulfill something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your customers
success and failure criteria?
(e.g. better performance, lower cost, …)
Help make adoption easier?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
Rank each gain your products and services create according to its relevance to your
customer. Is it substantial or insignificant? For each gain indicate how often it occurs.
Describe how your products and services alleviate customer pains. How do they
eliminate or reduce negative emotions, undesired costs and situations, and risks
your customer experiences or could experience before, during, and after getting
the job done?
Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?
(e.g. kills frustrations, annoyances, things that give them a headache, …)
Fix underperforming solutions?
(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your
customers encounter?
(e.g. make things easier, helping them get done, eliminate resistance, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
Help your customers better sleep at night?
(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)
Limit or eradicate common mistakes customers make?
(e.g. usage mistakes, …)
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. lower or no upfront investment costs, flatter learning curve, less
resistance to change, …)
Rank each pain your products and services kill according to their intensity
for your customer. Is it very intense or very light?
For each pain indicate how often it occurs. Risks your customer experiences or
could experience before, during, and after getting the job done?
Products & Services
List all the products and services your value proposition is built around.
Which products and services do you offer that help your customer get either a
functional, social, or emotional job done, or help him/her satisfy basic needs?
Which ancillary products and services help your customer perform the roles of:
Buyer
(e.g. products and services that help customers compare offers,
decide, buy, take delivery of a product or service, …)
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Transferrer
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufactured goods, face-to-
face customer service), digital/virtual (e.g. downloads, online recommendations),
intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds,
financing services).
Rank all products and services according to their importance to your customer.
Are they crucial or trivial to your customer?
Gains
Describe the benefits your customer expects, desires or would be surprised by.
This includes functional utility, social gains, positive emotions, and cost savings.
Pains
Customer Job(s)
Describe negative emotions, undesired costs and situations, and risks that your
customer experiences or could experience before, during, and after getting the
job done.
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a headache, …)
How are current solutions underperforming for
your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
(e.g. understanding how things work, difficulties getting things done,
resistance, …)
What negative social consequences does your
customer encounter or fear?
(e.g. loss of face, power, trust, or status, …)
What risks does your customer fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
What’s keeping your customer awake at night?
(e.g. big issues, concerns, worries, …)
What common mistakes does your customer make?
(e.g. usage mistakes, …)
What barriers are keeping your customer from
adopting solutions?
(e.g. upfront investment costs, learning curve, resistance to change, …)
Describe what a specific customer segment is trying to get done. It could be the tasks
they are trying to perform and complete, the problems they are trying to solve, or the
needs they are trying to satisfy.
What functional jobs are you helping your customer get done?
(e.g. perform or complete a specific task, solve a specific problem, …)
What social jobs are you helping your customer get done?
(e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer get done?
(e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer satisfy?
(e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs ancillary jobs in differ-
ent roles. Describe the jobs your customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers dispose
of a product, transfer it to others, or resell, …)
Rank each job according to its significance to your customer. Is it
crucial or is it trivial? For each job indicate how often it occurs.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving, outside, …)
Which savings would make your customer happy?
(e.g. in terms of time, money and effort, …)
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. quality level, more of something, less of something, …)
How do current solutions delight your customer?
(e.g. specific features, performance, quality, …)
What would make your customer’s job or life easier?
(e.g. flatter learning curve, more services, lower cost of ownership, …)
What positive social consequences does your
customer desire?
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
(e.g. good design, guarantees, specific or more features, …)
What do customers dream about?
(e.g. big achievements, big reliefs, …)
How does your customer measure success and failure?
(e.g. performance, cost, …)
What would increase the likelihood of adopting a solution?
(e.g. lower cost, less investments, lower risk, better quality, performance,
design, …)
Rank each gain according to its relevance to
your customer.
Is it substantial or is it insignificant?
For each gain indicate how often it occurs.
Rank each pain according to the intensity it
represents for your customer.
Is it very intense or is it very light.?
For each pain indicate how often it occurs.
On:
Iteration:
Designed by:Designed for:
Day Month Year
No.
Customer Segment
www.businessmodelgeneration.com
Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH
Value Proposition
Create one for each Customer Segment in your Business Model
8. CUSTOMER SEGMENTS / Customer Jobs
identificare “cosa sta cercando di fare” il Cliente: task, progetti, problemi o
bisogni
Di quale supporto necessita il
cliente?
- operativa (task)
- sociale (status)
- emozionale (benessere)
Quali bisogni fondamentali del
cliente si devono soddisfare?
Cosa fa il Cliente nel ruolo di:
- acquirente
- co-creatore
- venditore
VALUE PROPOSITION CANVAS
9. CUSTOMER SEGMENTS / Pains
capire quali sono le difficoltà che il Cliente vive nell’esperienza di acquisto e
utilizzo
Cosa è “costoso” per il cliente?
- effort (tempo)
- spesa (soldi)
Cosa preoccupa il Cliente e
quali sono le principali sfide
per lui? Esistono dei rischi?
Quali impatti sociali teme il
Cliente?
Ci sono errori comuni che fa il
Cliente? Esistono delle barriere
all’utilizzo di prodotti/servizi?
VALUE PROPOSITION CANVAS
10. CUSTOMER SEGMENTS / Gains
descrivere i benefici che il Cliente si aspetta, desidera o dai quali sarebbero
sorpresi
Quali “risparmi” rendono felice
il Cliente?
- effort (tempo)
- spesa (soldi)
Quali sono le sue aspettative?
Cosa cerca e cosa sogna?
Come le soluzioni attuali
soddisfano il Cliente?
Cosa renderebbe più semplice
l’attività del Cliente? Come
misura il successo o
l’insuccesso il Cliente?
VALUE PROPOSITION CANVAS
11. 11
VALUE PROPOSITION CANVAS
The Value Proposition Canvas
Gain Creators
Describe how your products and services create customer gains.
How do they create benefits your customer expects, desires or would be surprised
by, including functional utility, social gains, positive emotions, and cost savings?
Pain Relievers
Do they…
Create savings that make your customer happy?
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or that go
beyond their expectations?
(e.g. better quality level, more of something, less of something, …)
Copy or outperform current solutions that delight your
customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more services, lower
cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. makes them look good, produces an increase in power, status, …)
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features, …)
Fulfill something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your customers
success and failure criteria?
(e.g. better performance, lower cost, …)
Help make adoption easier?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
Rank each gain your products and services create according to its relevance to your
customer. Is it substantial or insignificant? For each gain indicate how often it occurs.
Describe how your products and services alleviate customer pains. How do they
eliminate or reduce negative emotions, undesired costs and situations, and risks
your customer experiences or could experience before, during, and after getting
the job done?
Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?
(e.g. kills frustrations, annoyances, things that give them a headache, …)
Fix underperforming solutions?
(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your
customers encounter?
(e.g. make things easier, helping them get done, eliminate resistance, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
Help your customers better sleep at night?
(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)
Limit or eradicate common mistakes customers make?
(e.g. usage mistakes, …)
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. lower or no upfront investment costs, flatter learning curve, less
resistance to change, …)
Rank each pain your products and services kill according to their intensity
for your customer. Is it very intense or very light?
For each pain indicate how often it occurs. Risks your customer experiences or
could experience before, during, and after getting the job done?
Products & Services
List all the products and services your value proposition is built around.
Which products and services do you offer that help your customer get either a
functional, social, or emotional job done, or help him/her satisfy basic needs?
Which ancillary products and services help your customer perform the roles of:
Buyer
(e.g. products and services that help customers compare offers,
decide, buy, take delivery of a product or service, …)
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Transferrer
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufactured goods, face-to-
face customer service), digital/virtual (e.g. downloads, online recommendations),
intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds,
financing services).
Rank all products and services according to their importance to your customer.
Are they crucial or trivial to your customer?
Gains
Describe the benefits your customer expects, desires or would be surprised by.
This includes functional utility, social gains, positive emotions, and cost savings.
Pains
Customer Job(s)
Describe negative emotions, undesired costs and situations, and risks that your
customer experiences or could experience before, during, and after getting the
job done.
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a headache, …)
How are current solutions underperforming for
your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
(e.g. understanding how things work, difficulties getting things done,
resistance, …)
What negative social consequences does your
customer encounter or fear?
(e.g. loss of face, power, trust, or status, …)
What risks does your customer fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
What’s keeping your customer awake at night?
(e.g. big issues, concerns, worries, …)
What common mistakes does your customer make?
(e.g. usage mistakes, …)
What barriers are keeping your customer from
adopting solutions?
(e.g. upfront investment costs, learning curve, resistance to change, …)
Describe what a specific customer segment is trying to get done. It could be the tasks
they are trying to perform and complete, the problems they are trying to solve, or the
needs they are trying to satisfy.
What functional jobs are you helping your customer get done?
(e.g. perform or complete a specific task, solve a specific problem, …)
What social jobs are you helping your customer get done?
(e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer get done?
(e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer satisfy?
(e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs ancillary jobs in differ-
ent roles. Describe the jobs your customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers dispose
of a product, transfer it to others, or resell, …)
Rank each job according to its significance to your customer. Is it
crucial or is it trivial? For each job indicate how often it occurs.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving, outside, …)
Which savings would make your customer happy?
(e.g. in terms of time, money and effort, …)
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. quality level, more of something, less of something, …)
How do current solutions delight your customer?
(e.g. specific features, performance, quality, …)
What would make your customer’s job or life easier?
(e.g. flatter learning curve, more services, lower cost of ownership, …)
What positive social consequences does your
customer desire?
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
(e.g. good design, guarantees, specific or more features, …)
What do customers dream about?
(e.g. big achievements, big reliefs, …)
How does your customer measure success and failure?
(e.g. performance, cost, …)
What would increase the likelihood of adopting a solution?
(e.g. lower cost, less investments, lower risk, better quality, performance,
design, …)
Rank each gain according to its relevance to
your customer.
Is it substantial or is it insignificant?
For each gain indicate how often it occurs.
Rank each pain according to the intensity it
represents for your customer.
Is it very intense or is it very light.?
For each pain indicate how often it occurs.
On:
Iteration:
Designed by:Designed for:
Day Month Year
No.
Customer Segment
www.businessmodelgeneration.com
Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH
Value Proposition
Create one for each Customer Segment in your Business Model
12. VALUE PROPOSITION / Products & Services
elencare i prodotti/servizi e identificare quali aiutano il Cliente ad ottenere
risultati funzionali, sociali, emotivi o a soddisfare bisogni fondamentali
VALUE PROPOSITION CANVAS
Quali prodotti e servizi
aiutano il tuo cliente nel
ruolo di:
- acquirente
- co-creatore
- venditore
I prodotti e servizi possono
essere tangibili,
digitali/virtuali, intangibili o
finanziari.
13. VALUE PROPOSITION / Pain relievers
descrivere come i prodotti/servizi alleggeriscano le difficoltà del Cliente
VALUE PROPOSITION CANVAS
Il prodotto permette di
eliminare dei rischi, delle
emozioni negative?
Il prodotto abbatte dei
“costi” nell’esperienza di
acquisto e utilizzo?
Il prodotto permette di
limitare errori o abbattere
barriere?
14. VALUE PROPOSITION / Gain creators
descrivere il meccanismo con cui i prodotti/servizi creino vantaggi attesi e/o
inattesi per il Cliente
VALUE PROPOSITION CANVAS
Il prodotto risponde a
esigenze espresse dal
Cliente? Soddisfano un
sogno?
Il prodotto genera un
beneficio che sia in linea
con i criteri di successo del
Cliente?
Il prodotto genera effetti
positivi in ambito:
- operativa (task)
- sociale (status)
- emozionale (benessere)
15. 15
VALUE PROPOSITION CANVAS
The Value Proposition Canvas
Gain Creators
Describe how your products and services create customer gains.
How do they create benefits your customer expects, desires or would be surprised
by, including functional utility, social gains, positive emotions, and cost savings?
Pain Relievers
Do they…
Create savings that make your customer happy?
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or that go
beyond their expectations?
(e.g. better quality level, more of something, less of something, …)
Copy or outperform current solutions that delight your
customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more services, lower
cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. makes them look good, produces an increase in power, status, …)
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features, …)
Fulfill something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your customers
success and failure criteria?
(e.g. better performance, lower cost, …)
Help make adoption easier?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
Rank each gain your products and services create according to its relevance to your
customer. Is it substantial or insignificant? For each gain indicate how often it occurs.
Describe how your products and services alleviate customer pains. How do they
eliminate or reduce negative emotions, undesired costs and situations, and risks
your customer experiences or could experience before, during, and after getting
the job done?
Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?
(e.g. kills frustrations, annoyances, things that give them a headache, …)
Fix underperforming solutions?
(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your
customers encounter?
(e.g. make things easier, helping them get done, eliminate resistance, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
Help your customers better sleep at night?
(e.g. by helping with big issues, diminishing concerns, or eliminating worries, …)
Limit or eradicate common mistakes customers make?
(e.g. usage mistakes, …)
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. lower or no upfront investment costs, flatter learning curve, less
resistance to change, …)
Rank each pain your products and services kill according to their intensity
for your customer. Is it very intense or very light?
For each pain indicate how often it occurs. Risks your customer experiences or
could experience before, during, and after getting the job done?
Products & Services
List all the products and services your value proposition is built around.
Which products and services do you offer that help your customer get either a
functional, social, or emotional job done, or help him/her satisfy basic needs?
Which ancillary products and services help your customer perform the roles of:
Buyer
(e.g. products and services that help customers compare offers,
decide, buy, take delivery of a product or service, …)
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Transferrer
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufactured goods, face-to-
face customer service), digital/virtual (e.g. downloads, online recommendations),
intangible (e.g. copyrights, quality assurance), or financial (e.g. investment funds,
financing services).
Rank all products and services according to their importance to your customer.
Are they crucial or trivial to your customer?
Gains
Describe the benefits your customer expects, desires or would be surprised by.
This includes functional utility, social gains, positive emotions, and cost savings.
Pains
Customer Job(s)
Describe negative emotions, undesired costs and situations, and risks that your
customer experiences or could experience before, during, and after getting the
job done.
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a headache, …)
How are current solutions underperforming for
your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
(e.g. understanding how things work, difficulties getting things done,
resistance, …)
What negative social consequences does your
customer encounter or fear?
(e.g. loss of face, power, trust, or status, …)
What risks does your customer fear?
(e.g. financial, social, technical risks, or what could go awfully wrong, …)
What’s keeping your customer awake at night?
(e.g. big issues, concerns, worries, …)
What common mistakes does your customer make?
(e.g. usage mistakes, …)
What barriers are keeping your customer from
adopting solutions?
(e.g. upfront investment costs, learning curve, resistance to change, …)
Describe what a specific customer segment is trying to get done. It could be the tasks
they are trying to perform and complete, the problems they are trying to solve, or the
needs they are trying to satisfy.
What functional jobs are you helping your customer get done?
(e.g. perform or complete a specific task, solve a specific problem, …)
What social jobs are you helping your customer get done?
(e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer get done?
(e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer satisfy?
(e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs ancillary jobs in differ-
ent roles. Describe the jobs your customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers dispose
of a product, transfer it to others, or resell, …)
Rank each job according to its significance to your customer. Is it
crucial or is it trivial? For each job indicate how often it occurs.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving, outside, …)
Which savings would make your customer happy?
(e.g. in terms of time, money and effort, …)
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. quality level, more of something, less of something, …)
How do current solutions delight your customer?
(e.g. specific features, performance, quality, …)
What would make your customer’s job or life easier?
(e.g. flatter learning curve, more services, lower cost of ownership, …)
What positive social consequences does your
customer desire?
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
(e.g. good design, guarantees, specific or more features, …)
What do customers dream about?
(e.g. big achievements, big reliefs, …)
How does your customer measure success and failure?
(e.g. performance, cost, …)
What would increase the likelihood of adopting a solution?
(e.g. lower cost, less investments, lower risk, better quality, performance,
design, …)
Rank each gain according to its relevance to
your customer.
Is it substantial or is it insignificant?
For each gain indicate how often it occurs.
Rank each pain according to the intensity it
represents for your customer.
Is it very intense or is it very light.?
For each pain indicate how often it occurs.
On:
Iteration:
Designed by:Designed for:
Day Month Year
No.
Customer Segment
www.businessmodelgeneration.com
Use in Conjunction with the Business Model Canvas Copyright of Business Model Foundry GmbH
Value Proposition
Create one for each Customer Segment in your Business Model
17. 17
COSA DICE IL NOSTRO “CUSTOMER SEGMENT”
FINALIZZARE IL Value Proposition Canvas, mettendosi nei panni del nostro Customer Segment
18. 18
IL PERCORSO NEL SUO INSIEME
Ore di formazione / workshop
StartCup School
Business Plan
______________________________
Corso a scelta Innovazione, Imprenditorialità e Marketing (Cassia / Radici) da 6CFU
(fattibile anche se il piano di studi è chiuso)