SlideShare a Scribd company logo
Value Proposition

EGR 495
The Lean LaunchPad

Version 6/22/12
Value Proposition
What Are You Building and For Who?
© 2012 Steve Blank
Product/Market
Fit
Value Proposition – Common Mistakes
•
•
•
•
•

It’s too big or amorphous
Value Proposition includes competitive set
“It’s just a feature” of someone else’s product
It’s a “nice to have” instead of a “got to have”
Not enough customers care
Questions for Value Proposition
• Competition: What do customers do today?
• Technology / Market Insight: Why is the problem
so hard to solve?
• Market Size: How big is this problem?
• Product: How do you do it?
Key Questions for Value Prop
• Problem Statement: What is the problem?
• Ecosystem: For whom is this relevant?
• Competition: What do customers do today?
• Technology / Market Insight: Why is the problem
so hard to solve?

• Market Size: How big is this problem?
• Product: How do you do it?
EXAMPLE: Key Value Prop Questions
• Problem Statement: Net security without a CTO
• Ecosystem: Small banks under FDIC pressure
• Competition: Expensive, Custom or DIY
• Technology / Market Insight: Small Companies
without Big Resources…Fines getting bigger

• Market Size: 9000 little banks, 5000 + more
• Product: perimeterusa.net
Product/Services
Value Proposition ( Physical Products)
• Which are part of your value proposition?
– (e.g. manufactured goods, commodities, produce, ...)

• Which intangible products are part?
– (e.g. copyrights, licenses, ...)

• Which financial products?
– (e.g. financial guarantees, insurance policies, ...)

• Which digital products?
– (e.g. mp3 files, e-books, ...)
Value Proposition (Services)
• Which core services are part of your value proposition?
– (e.g. consulting, a haircut, investment advice, ...)

• Which pre-sales or sales services?
– (e.g. help finding the right solution, financing, free delivery service, ...)

• Which after-sales services?
– (e.g. free maintenance, disposal, ...)
Pain Killers vs.
Gain Creators
Pain Killers
Reduce or eliminate wasted time, costs,
negative emotions, risks - during and after
getting the job done
Pain Killers - Hypotheses
• Produce savings?
– (e.g. 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, ...)

• Ends difficulties and challenges customers encounter?
– (e.g. make things easier, helping them get done, eliminate resistance, ...)

•

wipe out negative social consequences?
– (e.g. loss of face, power, trust, or status, ...)...

• Eliminate risks
– (e.g. financial, social, technical risks, or what could go awfully wrong, ...)
Pain Killer – Problem or Need?
• Are you solving a Problem?
• Are you fulfilling a Need?
• For who?
• How do you know?
Pain Killer Ranking
• Rank each pain your products and services kill according
to their intensity for the customer.
• Is it very intense or very light?
• For each pain indicate the frequency at which it occurs
• Is it intense and frequent enough to be a business?
Gain Creators
How do they create benefits the customer
expects, desires or is surprised by, including
functional utility, social gains, positive
emotions, and cost savings?
Gain Creators- Hypotheses
• Create savings that make your customer happy?
– (e.g. in terms of time, money and effort, ...)

• Produce expected or better than expected outcomes?
– (e.g. better quality level, more of something, less of something, ...)

• Copy or outperform current solutions that delight
customer?
– (e.g. regarding specific features, performance, quality, ...)

• Make your customer’s job or life easier?
– (flatter learning curve, usability, accessibility, more services, lower cost of
ownership, ...)

• Create positive consequences that customer desires?
– (makes them look good, produces an increase in power, status, ...).
Gain Creator- Ranking
• Rank each gain your products and services create
according to its relevance to the customer.
• Is it substantial or insignificant?
• For each gain indicate the frequency at which it occurs.
Stop and Discuss
• Are we “pain” or “gain” and does the level of
pain/gain get customers VERY excited?
• REMEMBER: you’re focusing on “problem!!!”
• Are we proving our current Value Proposition?
• Need to make it stronger, more unique? How?
• Any feedback telling us it’s not so exciting?
• Ideas on how to make the Value Prop stronger?
• What else do we need to do to be sure?
REVIEW/discuss if needed:
Minimum Viable Product
Define Minimum Viable Product – Physical
• First, test your understanding of the problem (pain)
• Next test your understanding of the solution (gain)
– Proves that it solves a core problem for customers

• The minimum set of features needed to learn from
earlyvangelists
- Interviews, demos, prototypes, etc
- Lots of eyeball contact
Define the Minimum Viable Product –
Web/Mobile
• NOW build a “low fidelity” app for customer feedback
– tests your understanding of the problem

• LATER build a “high fidelity” app tests your
understanding of the solution
– Proves that it solves a core problem for customers
– The minimum set of features needed to learn from
earlyvangelists

- Avoid building products nobody wants
- Maximize the learning per time spent
The Art of the MVP
• A MVP is not a minimal product
• “But my customers don’t know what they want!”
• At what point of “I don’t get it!” will I declare defeat?
Where is the MVP already?
Web/mobile startups should have an MVP ASAP!
• When will our MVP be ready to show?
• How simple can it be? A blog or web page?
• What can we do to get customer reaction NOW?
• What will the MVP do eventually?
Time to talk, review findings,
and create TODO lists!

More Related Content

What's hot

Summary of The Lean Startup (Eric Ries)
Summary of The Lean Startup (Eric Ries)Summary of The Lean Startup (Eric Ries)
Summary of The Lean Startup (Eric Ries)
Vinsol
 
Educators guide jan 2014
Educators guide jan 2014Educators guide jan 2014
Educators guide jan 2014
Stanford University
 
The Best Startup Investor Pitch Deck & How to Present to Angels & Venture Cap...
The Best Startup Investor Pitch Deck & How to Present to Angels & Venture Cap...The Best Startup Investor Pitch Deck & How to Present to Angels & Venture Cap...
The Best Startup Investor Pitch Deck & How to Present to Angels & Venture Cap...
J. Skyler Fernandes
 
How to Create the Perfect Startup Pitch Deck
How to Create the Perfect Startup Pitch DeckHow to Create the Perfect Startup Pitch Deck
How to Create the Perfect Startup Pitch Deck
Eliott Harfouche
 
Getting to Product Market Fit - An Overview of Customer Discovery & Validation
Getting to Product Market Fit - An Overview of Customer Discovery & ValidationGetting to Product Market Fit - An Overview of Customer Discovery & Validation
Getting to Product Market Fit - An Overview of Customer Discovery & Validation
Jason Evanish
 
Startup Pitch Decks
Startup Pitch DecksStartup Pitch Decks
Startup Pitch Decks
Steve Schlafman
 
Product Management Stage-Gate Process (Sample)
Product Management Stage-Gate Process (Sample)Product Management Stage-Gate Process (Sample)
Product Management Stage-Gate Process (Sample)
Jack Rupert, PE, MBA
 
Lecture 1: Business Model & Customer Development
Lecture 1: Business Model & Customer DevelopmentLecture 1: Business Model & Customer Development
Lecture 1: Business Model & Customer Development
Stanford University
 
Pitch Deck-Format-NinzaBiz.com | investment Deck for Fund Raising
Pitch Deck-Format-NinzaBiz.com | investment Deck for Fund RaisingPitch Deck-Format-NinzaBiz.com | investment Deck for Fund Raising
Pitch Deck-Format-NinzaBiz.com | investment Deck for Fund Raising
Shibam Sarbswa 🚀
 
Product Workshop - Finding Your North Star - handout
Product Workshop - Finding Your North Star - handoutProduct Workshop - Finding Your North Star - handout
Product Workshop - Finding Your North Star - handout
Amplitude
 
Lean Startup Operating Manual (Customer Development at Work)
Lean Startup Operating Manual (Customer Development at Work)Lean Startup Operating Manual (Customer Development at Work)
Lean Startup Operating Manual (Customer Development at Work)
Stanford University
 
Go-to-market strategy and positioning
Go-to-market strategy and positioningGo-to-market strategy and positioning
Go-to-market strategy and positioning
Lisa Enckell
 
Sales Decks for Founders - Founding Sales - December 2015
Sales Decks for Founders - Founding Sales - December 2015 Sales Decks for Founders - Founding Sales - December 2015
Sales Decks for Founders - Founding Sales - December 2015
Peter Kazanjy
 
Agile Capitalization For Greater Business Value
Agile Capitalization For Greater Business ValueAgile Capitalization For Greater Business Value
Agile Capitalization For Greater Business Value
CA Technologies
 
Go-to-Market Best Practices for Startups
Go-to-Market Best Practices for StartupsGo-to-Market Best Practices for Startups
Go-to-Market Best Practices for Startups
a16z
 
Startup Metrics for Pirates
Startup Metrics for PiratesStartup Metrics for Pirates
Startup Metrics for Pirates
Dave McClure
 
EIA2017Portugal - Rick Rasmussen - Unit Economics
EIA2017Portugal - Rick Rasmussen - Unit EconomicsEIA2017Portugal - Rick Rasmussen - Unit Economics
EIA2017Portugal - Rick Rasmussen - Unit Economics
European Innovation Academy
 
Playing to Win
Playing to WinPlaying to Win
Playing to Win
Anthony Flores, CAPM
 
Product Market Fit - How to know your product is market fit
Product Market Fit - How to know your product is market fitProduct Market Fit - How to know your product is market fit
Product Market Fit - How to know your product is market fit
Saif Hassan
 
Why Product Managers Need Sneakers
Why Product Managers Need SneakersWhy Product Managers Need Sneakers
Why Product Managers Need Sneakers
Stanford University
 

What's hot (20)

Summary of The Lean Startup (Eric Ries)
Summary of The Lean Startup (Eric Ries)Summary of The Lean Startup (Eric Ries)
Summary of The Lean Startup (Eric Ries)
 
Educators guide jan 2014
Educators guide jan 2014Educators guide jan 2014
Educators guide jan 2014
 
The Best Startup Investor Pitch Deck & How to Present to Angels & Venture Cap...
The Best Startup Investor Pitch Deck & How to Present to Angels & Venture Cap...The Best Startup Investor Pitch Deck & How to Present to Angels & Venture Cap...
The Best Startup Investor Pitch Deck & How to Present to Angels & Venture Cap...
 
How to Create the Perfect Startup Pitch Deck
How to Create the Perfect Startup Pitch DeckHow to Create the Perfect Startup Pitch Deck
How to Create the Perfect Startup Pitch Deck
 
Getting to Product Market Fit - An Overview of Customer Discovery & Validation
Getting to Product Market Fit - An Overview of Customer Discovery & ValidationGetting to Product Market Fit - An Overview of Customer Discovery & Validation
Getting to Product Market Fit - An Overview of Customer Discovery & Validation
 
Startup Pitch Decks
Startup Pitch DecksStartup Pitch Decks
Startup Pitch Decks
 
Product Management Stage-Gate Process (Sample)
Product Management Stage-Gate Process (Sample)Product Management Stage-Gate Process (Sample)
Product Management Stage-Gate Process (Sample)
 
Lecture 1: Business Model & Customer Development
Lecture 1: Business Model & Customer DevelopmentLecture 1: Business Model & Customer Development
Lecture 1: Business Model & Customer Development
 
Pitch Deck-Format-NinzaBiz.com | investment Deck for Fund Raising
Pitch Deck-Format-NinzaBiz.com | investment Deck for Fund RaisingPitch Deck-Format-NinzaBiz.com | investment Deck for Fund Raising
Pitch Deck-Format-NinzaBiz.com | investment Deck for Fund Raising
 
Product Workshop - Finding Your North Star - handout
Product Workshop - Finding Your North Star - handoutProduct Workshop - Finding Your North Star - handout
Product Workshop - Finding Your North Star - handout
 
Lean Startup Operating Manual (Customer Development at Work)
Lean Startup Operating Manual (Customer Development at Work)Lean Startup Operating Manual (Customer Development at Work)
Lean Startup Operating Manual (Customer Development at Work)
 
Go-to-market strategy and positioning
Go-to-market strategy and positioningGo-to-market strategy and positioning
Go-to-market strategy and positioning
 
Sales Decks for Founders - Founding Sales - December 2015
Sales Decks for Founders - Founding Sales - December 2015 Sales Decks for Founders - Founding Sales - December 2015
Sales Decks for Founders - Founding Sales - December 2015
 
Agile Capitalization For Greater Business Value
Agile Capitalization For Greater Business ValueAgile Capitalization For Greater Business Value
Agile Capitalization For Greater Business Value
 
Go-to-Market Best Practices for Startups
Go-to-Market Best Practices for StartupsGo-to-Market Best Practices for Startups
Go-to-Market Best Practices for Startups
 
Startup Metrics for Pirates
Startup Metrics for PiratesStartup Metrics for Pirates
Startup Metrics for Pirates
 
EIA2017Portugal - Rick Rasmussen - Unit Economics
EIA2017Portugal - Rick Rasmussen - Unit EconomicsEIA2017Portugal - Rick Rasmussen - Unit Economics
EIA2017Portugal - Rick Rasmussen - Unit Economics
 
Playing to Win
Playing to WinPlaying to Win
Playing to Win
 
Product Market Fit - How to know your product is market fit
Product Market Fit - How to know your product is market fitProduct Market Fit - How to know your product is market fit
Product Market Fit - How to know your product is market fit
 
Why Product Managers Need Sneakers
Why Product Managers Need SneakersWhy Product Managers Need Sneakers
Why Product Managers Need Sneakers
 

Viewers also liked

Trace Lessons Learned H4Dip Stanford 2016
Trace Lessons Learned H4Dip Stanford 2016 Trace Lessons Learned H4Dip Stanford 2016
Trace Lessons Learned H4Dip Stanford 2016
Stanford University
 
Allocate Stanford 2016
Allocate Stanford 2016Allocate Stanford 2016
Allocate Stanford 2016
Stanford University
 
Share and Tell Stanford 2016
Share and Tell Stanford 2016Share and Tell Stanford 2016
Share and Tell Stanford 2016
Stanford University
 
Nova Stanford 2016
Nova Stanford 2016Nova Stanford 2016
Nova Stanford 2016
Stanford University
 
SalesStash Berkeley 2016
SalesStash Berkeley 2016SalesStash Berkeley 2016
SalesStash Berkeley 2016
Stanford University
 
Stanford entrepreneurship classes in 2016
Stanford entrepreneurship classes in 2016Stanford entrepreneurship classes in 2016
Stanford entrepreneurship classes in 2016
Stanford University
 
Aggregate db Lessons Learned H4Dip Stanford 2016
Aggregate db Lessons Learned H4Dip Stanford 2016Aggregate db Lessons Learned H4Dip Stanford 2016
Aggregate db Lessons Learned H4Dip Stanford 2016
Stanford University
 
Peacekeeping Lessons Learned H4Dip Stanford 2016
Peacekeeping Lessons Learned H4Dip Stanford 2016Peacekeeping Lessons Learned H4Dip Stanford 2016
Peacekeeping Lessons Learned H4Dip Stanford 2016
Stanford University
 
Space Evaders Lessons Learned H4Dip Stanford 2016
Space Evaders Lessons Learned H4Dip Stanford 2016Space Evaders Lessons Learned H4Dip Stanford 2016
Space Evaders Lessons Learned H4Dip Stanford 2016
Stanford University
 
Exodus Lessons Learned H4Dip Stanford 2016
Exodus Lessons Learned H4Dip Stanford 2016Exodus Lessons Learned H4Dip Stanford 2016
Exodus Lessons Learned H4Dip Stanford 2016
Stanford University
 
Hacking CT Lessons Learned H4Dip Stanford 2016
Hacking CT Lessons Learned H4Dip Stanford 2016Hacking CT Lessons Learned H4Dip Stanford 2016
Hacking CT Lessons Learned H4Dip Stanford 2016
Stanford University
 
Exit strategy Berkeley 2016
Exit strategy Berkeley 2016Exit strategy Berkeley 2016
Exit strategy Berkeley 2016
Stanford University
 
HomeSlice Berkeley 2016
HomeSlice Berkeley 2016HomeSlice Berkeley 2016
HomeSlice Berkeley 2016
Stanford University
 
Delphi Berkeley 2016
Delphi Berkeley 2016Delphi Berkeley 2016
Delphi Berkeley 2016
Stanford University
 
Fatal journeys (Team 621) Lessons Learned H4Dip Stanford 2016
Fatal journeys (Team 621) Lessons Learned H4Dip Stanford 2016Fatal journeys (Team 621) Lessons Learned H4Dip Stanford 2016
Fatal journeys (Team 621) Lessons Learned H4Dip Stanford 2016
Stanford University
 
Innovation at 50x 031616
Innovation at 50x 031616Innovation at 50x 031616
Innovation at 50x 031616
Stanford University
 
Nsf lecture 2 value prop
Nsf lecture 2 value propNsf lecture 2 value prop
Nsf lecture 2 value prop
Stanford University
 
Business model canvas
Business model canvasBusiness model canvas
Business model canvas
Nottingham Trent University
 
E245 01 2012 syllabus rev1
E245 01 2012 syllabus rev1E245 01 2012 syllabus rev1
E245 01 2012 syllabus rev1
Stanford University
 
LOTS - Bizfest Presentation 2012
LOTS - Bizfest Presentation 2012LOTS - Bizfest Presentation 2012
LOTS - Bizfest Presentation 2012
LOTSKC
 

Viewers also liked (20)

Trace Lessons Learned H4Dip Stanford 2016
Trace Lessons Learned H4Dip Stanford 2016 Trace Lessons Learned H4Dip Stanford 2016
Trace Lessons Learned H4Dip Stanford 2016
 
Allocate Stanford 2016
Allocate Stanford 2016Allocate Stanford 2016
Allocate Stanford 2016
 
Share and Tell Stanford 2016
Share and Tell Stanford 2016Share and Tell Stanford 2016
Share and Tell Stanford 2016
 
Nova Stanford 2016
Nova Stanford 2016Nova Stanford 2016
Nova Stanford 2016
 
SalesStash Berkeley 2016
SalesStash Berkeley 2016SalesStash Berkeley 2016
SalesStash Berkeley 2016
 
Stanford entrepreneurship classes in 2016
Stanford entrepreneurship classes in 2016Stanford entrepreneurship classes in 2016
Stanford entrepreneurship classes in 2016
 
Aggregate db Lessons Learned H4Dip Stanford 2016
Aggregate db Lessons Learned H4Dip Stanford 2016Aggregate db Lessons Learned H4Dip Stanford 2016
Aggregate db Lessons Learned H4Dip Stanford 2016
 
Peacekeeping Lessons Learned H4Dip Stanford 2016
Peacekeeping Lessons Learned H4Dip Stanford 2016Peacekeeping Lessons Learned H4Dip Stanford 2016
Peacekeeping Lessons Learned H4Dip Stanford 2016
 
Space Evaders Lessons Learned H4Dip Stanford 2016
Space Evaders Lessons Learned H4Dip Stanford 2016Space Evaders Lessons Learned H4Dip Stanford 2016
Space Evaders Lessons Learned H4Dip Stanford 2016
 
Exodus Lessons Learned H4Dip Stanford 2016
Exodus Lessons Learned H4Dip Stanford 2016Exodus Lessons Learned H4Dip Stanford 2016
Exodus Lessons Learned H4Dip Stanford 2016
 
Hacking CT Lessons Learned H4Dip Stanford 2016
Hacking CT Lessons Learned H4Dip Stanford 2016Hacking CT Lessons Learned H4Dip Stanford 2016
Hacking CT Lessons Learned H4Dip Stanford 2016
 
Exit strategy Berkeley 2016
Exit strategy Berkeley 2016Exit strategy Berkeley 2016
Exit strategy Berkeley 2016
 
HomeSlice Berkeley 2016
HomeSlice Berkeley 2016HomeSlice Berkeley 2016
HomeSlice Berkeley 2016
 
Delphi Berkeley 2016
Delphi Berkeley 2016Delphi Berkeley 2016
Delphi Berkeley 2016
 
Fatal journeys (Team 621) Lessons Learned H4Dip Stanford 2016
Fatal journeys (Team 621) Lessons Learned H4Dip Stanford 2016Fatal journeys (Team 621) Lessons Learned H4Dip Stanford 2016
Fatal journeys (Team 621) Lessons Learned H4Dip Stanford 2016
 
Innovation at 50x 031616
Innovation at 50x 031616Innovation at 50x 031616
Innovation at 50x 031616
 
Nsf lecture 2 value prop
Nsf lecture 2 value propNsf lecture 2 value prop
Nsf lecture 2 value prop
 
Business model canvas
Business model canvasBusiness model canvas
Business model canvas
 
E245 01 2012 syllabus rev1
E245 01 2012 syllabus rev1E245 01 2012 syllabus rev1
E245 01 2012 syllabus rev1
 
LOTS - Bizfest Presentation 2012
LOTS - Bizfest Presentation 2012LOTS - Bizfest Presentation 2012
LOTS - Bizfest Presentation 2012
 

Similar to Mentor update 1 value prop - mentor slides

The Value Proposition Canvas
The Value Proposition CanvasThe Value Proposition Canvas
The Value Proposition Canvas
Solvay Entrepreneurs
 
Session 2 fall 2014
Session 2 fall 2014Session 2 fall 2014
Session 2 fall 2014
sahlinas
 
Business for engineers part 4: Value proposition
Business for engineers part 4: Value propositionBusiness for engineers part 4: Value proposition
Business for engineers part 4: Value proposition
Jan Isakovic
 
Achieve product market fit with our brand-new value proposition designer canv...
Achieve product market fit with our brand-new value proposition designer canv...Achieve product market fit with our brand-new value proposition designer canv...
Achieve product market fit with our brand-new value proposition designer canv...
Reza Hashemi
 
Value proposition design
Value proposition designValue proposition design
Value proposition design
Incrementa consulting
 
Workshop MVP
Workshop MVPWorkshop MVP
Workshop MVP
Avatech Accelerator
 
Growth Hustling
Growth HustlingGrowth Hustling
Growth Hustling
Corey Eastman
 
(Added) Value Proposition (english) #learningCX
(Added) Value Proposition (english) #learningCX(Added) Value Proposition (english) #learningCX
(Added) Value Proposition (english) #learningCX
Benno Lœwenberg
 
Marketing at the digital age : keys to success / le nouveau marketing à l'ère...
Marketing at the digital age : keys to success / le nouveau marketing à l'ère...Marketing at the digital age : keys to success / le nouveau marketing à l'ère...
Marketing at the digital age : keys to success / le nouveau marketing à l'ère...
Denis Pommeray
 
EIA2019HK - Problem-Solution Fit - Mike Kyriacou
EIA2019HK - Problem-Solution Fit - Mike KyriacouEIA2019HK - Problem-Solution Fit - Mike Kyriacou
EIA2019HK - Problem-Solution Fit - Mike Kyriacou
European Innovation Academy
 
Build Winning Products
Build Winning ProductsBuild Winning Products
Build Winning Products
Tathagat Varma
 
Planning, refining and testing your idea
Planning, refining and testing your ideaPlanning, refining and testing your idea
Planning, refining and testing your idea
Incrementa consulting
 
Workshop mvp general
Workshop mvp generalWorkshop mvp general
Workshop mvp general
Sara Usinger
 
Llp tecnico-class3
Llp tecnico-class3Llp tecnico-class3
Llp tecnico-class3
Luis Caldas de Oliveira
 
Llp tecnico-class3
Llp tecnico-class3Llp tecnico-class3
Llp tecnico-class3
Luis Caldas de Oliveira
 
Customer Development for Startups
Customer Development for StartupsCustomer Development for Startups
Customer Development for Startups
GVA
 
FDG - Ardiansa Rachmawan Business Model Canvas
FDG - Ardiansa Rachmawan Business Model CanvasFDG - Ardiansa Rachmawan Business Model Canvas
FDG - Ardiansa Rachmawan Business Model Canvas
ardiansarach
 
Idea generation Workshop and Value Proposition Canvas
Idea generation Workshop and Value Proposition CanvasIdea generation Workshop and Value Proposition Canvas
Idea generation Workshop and Value Proposition Canvas
Innovation-LAB® // Daniele Radici
 
Business Model Canvas and How to validate the idea
Business Model Canvas and How to validate the ideaBusiness Model Canvas and How to validate the idea
Business Model Canvas and How to validate the idea
ardiansarach
 
Réveil en Form' : Design Thinking - Fred Ooms
Réveil en Form' : Design Thinking - Fred OomsRéveil en Form' : Design Thinking - Fred Ooms
Réveil en Form' : Design Thinking - Fred Ooms
EasyNove
 

Similar to Mentor update 1 value prop - mentor slides (20)

The Value Proposition Canvas
The Value Proposition CanvasThe Value Proposition Canvas
The Value Proposition Canvas
 
Session 2 fall 2014
Session 2 fall 2014Session 2 fall 2014
Session 2 fall 2014
 
Business for engineers part 4: Value proposition
Business for engineers part 4: Value propositionBusiness for engineers part 4: Value proposition
Business for engineers part 4: Value proposition
 
Achieve product market fit with our brand-new value proposition designer canv...
Achieve product market fit with our brand-new value proposition designer canv...Achieve product market fit with our brand-new value proposition designer canv...
Achieve product market fit with our brand-new value proposition designer canv...
 
Value proposition design
Value proposition designValue proposition design
Value proposition design
 
Workshop MVP
Workshop MVPWorkshop MVP
Workshop MVP
 
Growth Hustling
Growth HustlingGrowth Hustling
Growth Hustling
 
(Added) Value Proposition (english) #learningCX
(Added) Value Proposition (english) #learningCX(Added) Value Proposition (english) #learningCX
(Added) Value Proposition (english) #learningCX
 
Marketing at the digital age : keys to success / le nouveau marketing à l'ère...
Marketing at the digital age : keys to success / le nouveau marketing à l'ère...Marketing at the digital age : keys to success / le nouveau marketing à l'ère...
Marketing at the digital age : keys to success / le nouveau marketing à l'ère...
 
EIA2019HK - Problem-Solution Fit - Mike Kyriacou
EIA2019HK - Problem-Solution Fit - Mike KyriacouEIA2019HK - Problem-Solution Fit - Mike Kyriacou
EIA2019HK - Problem-Solution Fit - Mike Kyriacou
 
Build Winning Products
Build Winning ProductsBuild Winning Products
Build Winning Products
 
Planning, refining and testing your idea
Planning, refining and testing your ideaPlanning, refining and testing your idea
Planning, refining and testing your idea
 
Workshop mvp general
Workshop mvp generalWorkshop mvp general
Workshop mvp general
 
Llp tecnico-class3
Llp tecnico-class3Llp tecnico-class3
Llp tecnico-class3
 
Llp tecnico-class3
Llp tecnico-class3Llp tecnico-class3
Llp tecnico-class3
 
Customer Development for Startups
Customer Development for StartupsCustomer Development for Startups
Customer Development for Startups
 
FDG - Ardiansa Rachmawan Business Model Canvas
FDG - Ardiansa Rachmawan Business Model CanvasFDG - Ardiansa Rachmawan Business Model Canvas
FDG - Ardiansa Rachmawan Business Model Canvas
 
Idea generation Workshop and Value Proposition Canvas
Idea generation Workshop and Value Proposition CanvasIdea generation Workshop and Value Proposition Canvas
Idea generation Workshop and Value Proposition Canvas
 
Business Model Canvas and How to validate the idea
Business Model Canvas and How to validate the ideaBusiness Model Canvas and How to validate the idea
Business Model Canvas and How to validate the idea
 
Réveil en Form' : Design Thinking - Fred Ooms
Réveil en Form' : Design Thinking - Fred OomsRéveil en Form' : Design Thinking - Fred Ooms
Réveil en Form' : Design Thinking - Fred Ooms
 

More from Stanford University

Team Networks - 2022 Technology, Innovation & Great Power Competition
Team Networks  - 2022 Technology, Innovation & Great Power CompetitionTeam Networks  - 2022 Technology, Innovation & Great Power Competition
Team Networks - 2022 Technology, Innovation & Great Power Competition
Stanford University
 
Team LiOn Batteries - 2022 Technology, Innovation & Great Power Competition
Team LiOn Batteries  - 2022 Technology, Innovation & Great Power CompetitionTeam LiOn Batteries  - 2022 Technology, Innovation & Great Power Competition
Team LiOn Batteries - 2022 Technology, Innovation & Great Power Competition
Stanford University
 
Team Quantum - 2022 Technology, Innovation & Great Power Competition
Team Quantum  - 2022 Technology, Innovation & Great Power CompetitionTeam Quantum  - 2022 Technology, Innovation & Great Power Competition
Team Quantum - 2022 Technology, Innovation & Great Power Competition
Stanford University
 
Team Disinformation - 2022 Technology, Innovation & Great Power Competition
Team Disinformation  - 2022 Technology, Innovation & Great Power CompetitionTeam Disinformation  - 2022 Technology, Innovation & Great Power Competition
Team Disinformation - 2022 Technology, Innovation & Great Power Competition
Stanford University
 
Team Wargames - 2022 Technology, Innovation & Great Power Competition
Team Wargames  - 2022 Technology, Innovation & Great Power CompetitionTeam Wargames  - 2022 Technology, Innovation & Great Power Competition
Team Wargames - 2022 Technology, Innovation & Great Power Competition
Stanford University
 
Team Acquistion - 2022 Technology, Innovation & Great Power Competition
Team Acquistion  - 2022 Technology, Innovation & Great Power Competition Team Acquistion  - 2022 Technology, Innovation & Great Power Competition
Team Acquistion - 2022 Technology, Innovation & Great Power Competition
Stanford University
 
Team Climate Change - 2022 Technology, Innovation & Great Power Competition
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Team Climate Change - 2022 Technology, Innovation & Great Power Competition
Team Climate Change - 2022 Technology, Innovation & Great Power Competition
Stanford University
 
Altuna Engr245 2022 Lessons Learned
Altuna Engr245 2022 Lessons LearnedAltuna Engr245 2022 Lessons Learned
Altuna Engr245 2022 Lessons Learned
Stanford University
 
Invisa Engr245 2022 Lessons Learned
Invisa Engr245 2022 Lessons LearnedInvisa Engr245 2022 Lessons Learned
Invisa Engr245 2022 Lessons Learned
Stanford University
 
ānanda Engr245 2022 Lessons Learned
ānanda Engr245 2022 Lessons Learnedānanda Engr245 2022 Lessons Learned
ānanda Engr245 2022 Lessons Learned
Stanford University
 
Gordian Knot Center Roundtable w/Depty SecDef
Gordian Knot Center Roundtable w/Depty SecDef Gordian Knot Center Roundtable w/Depty SecDef
Gordian Knot Center Roundtable w/Depty SecDef
Stanford University
 
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Stanford University
 
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Stanford University
 
Team Catena - 2021 Technology, Innovation & Great Power Competition
Team Catena - 2021 Technology, Innovation & Great Power CompetitionTeam Catena - 2021 Technology, Innovation & Great Power Competition
Team Catena - 2021 Technology, Innovation & Great Power Competition
Stanford University
 
Team Apollo - 2021 Technology, Innovation & Great Power Competition
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionTeam Apollo - 2021 Technology, Innovation & Great Power Competition
Team Apollo - 2021 Technology, Innovation & Great Power Competition
Stanford University
 
Team Drone - 2021 Technology, Innovation & Great Power Competition
Team Drone - 2021 Technology, Innovation & Great Power CompetitionTeam Drone - 2021 Technology, Innovation & Great Power Competition
Team Drone - 2021 Technology, Innovation & Great Power Competition
Stanford University
 
Team Short Circuit - 2021 Technology, Innovation & Great Power Competition
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionTeam Short Circuit - 2021 Technology, Innovation & Great Power Competition
Team Short Circuit - 2021 Technology, Innovation & Great Power Competition
Stanford University
 
Team Aurora - 2021 Technology, Innovation & Great Power Competition
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionTeam Aurora - 2021 Technology, Innovation & Great Power Competition
Team Aurora - 2021 Technology, Innovation & Great Power Competition
Stanford University
 
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...
Stanford University
 
Lecture 8 - Technology, Innovation and Great Power Competition - Cyber
Lecture 8 - Technology, Innovation and Great Power Competition - CyberLecture 8 - Technology, Innovation and Great Power Competition - Cyber
Lecture 8 - Technology, Innovation and Great Power Competition - Cyber
Stanford University
 

More from Stanford University (20)

Team Networks - 2022 Technology, Innovation & Great Power Competition
Team Networks  - 2022 Technology, Innovation & Great Power CompetitionTeam Networks  - 2022 Technology, Innovation & Great Power Competition
Team Networks - 2022 Technology, Innovation & Great Power Competition
 
Team LiOn Batteries - 2022 Technology, Innovation & Great Power Competition
Team LiOn Batteries  - 2022 Technology, Innovation & Great Power CompetitionTeam LiOn Batteries  - 2022 Technology, Innovation & Great Power Competition
Team LiOn Batteries - 2022 Technology, Innovation & Great Power Competition
 
Team Quantum - 2022 Technology, Innovation & Great Power Competition
Team Quantum  - 2022 Technology, Innovation & Great Power CompetitionTeam Quantum  - 2022 Technology, Innovation & Great Power Competition
Team Quantum - 2022 Technology, Innovation & Great Power Competition
 
Team Disinformation - 2022 Technology, Innovation & Great Power Competition
Team Disinformation  - 2022 Technology, Innovation & Great Power CompetitionTeam Disinformation  - 2022 Technology, Innovation & Great Power Competition
Team Disinformation - 2022 Technology, Innovation & Great Power Competition
 
Team Wargames - 2022 Technology, Innovation & Great Power Competition
Team Wargames  - 2022 Technology, Innovation & Great Power CompetitionTeam Wargames  - 2022 Technology, Innovation & Great Power Competition
Team Wargames - 2022 Technology, Innovation & Great Power Competition
 
Team Acquistion - 2022 Technology, Innovation & Great Power Competition
Team Acquistion  - 2022 Technology, Innovation & Great Power Competition Team Acquistion  - 2022 Technology, Innovation & Great Power Competition
Team Acquistion - 2022 Technology, Innovation & Great Power Competition
 
Team Climate Change - 2022 Technology, Innovation & Great Power Competition
Team Climate Change - 2022 Technology, Innovation & Great Power Competition Team Climate Change - 2022 Technology, Innovation & Great Power Competition
Team Climate Change - 2022 Technology, Innovation & Great Power Competition
 
Altuna Engr245 2022 Lessons Learned
Altuna Engr245 2022 Lessons LearnedAltuna Engr245 2022 Lessons Learned
Altuna Engr245 2022 Lessons Learned
 
Invisa Engr245 2022 Lessons Learned
Invisa Engr245 2022 Lessons LearnedInvisa Engr245 2022 Lessons Learned
Invisa Engr245 2022 Lessons Learned
 
ānanda Engr245 2022 Lessons Learned
ānanda Engr245 2022 Lessons Learnedānanda Engr245 2022 Lessons Learned
ānanda Engr245 2022 Lessons Learned
 
Gordian Knot Center Roundtable w/Depty SecDef
Gordian Knot Center Roundtable w/Depty SecDef Gordian Knot Center Roundtable w/Depty SecDef
Gordian Knot Center Roundtable w/Depty SecDef
 
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
 
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
Team Army venture capital - 2021 Technology, Innovation & Great Power Competi...
 
Team Catena - 2021 Technology, Innovation & Great Power Competition
Team Catena - 2021 Technology, Innovation & Great Power CompetitionTeam Catena - 2021 Technology, Innovation & Great Power Competition
Team Catena - 2021 Technology, Innovation & Great Power Competition
 
Team Apollo - 2021 Technology, Innovation & Great Power Competition
Team Apollo - 2021 Technology, Innovation & Great Power CompetitionTeam Apollo - 2021 Technology, Innovation & Great Power Competition
Team Apollo - 2021 Technology, Innovation & Great Power Competition
 
Team Drone - 2021 Technology, Innovation & Great Power Competition
Team Drone - 2021 Technology, Innovation & Great Power CompetitionTeam Drone - 2021 Technology, Innovation & Great Power Competition
Team Drone - 2021 Technology, Innovation & Great Power Competition
 
Team Short Circuit - 2021 Technology, Innovation & Great Power Competition
Team Short Circuit - 2021 Technology, Innovation & Great Power CompetitionTeam Short Circuit - 2021 Technology, Innovation & Great Power Competition
Team Short Circuit - 2021 Technology, Innovation & Great Power Competition
 
Team Aurora - 2021 Technology, Innovation & Great Power Competition
Team Aurora - 2021 Technology, Innovation & Great Power CompetitionTeam Aurora - 2021 Technology, Innovation & Great Power Competition
Team Aurora - 2021 Technology, Innovation & Great Power Competition
 
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...
Team Conflicted Capital Team - 2021 Technology, Innovation & Great Power Comp...
 
Lecture 8 - Technology, Innovation and Great Power Competition - Cyber
Lecture 8 - Technology, Innovation and Great Power Competition - CyberLecture 8 - Technology, Innovation and Great Power Competition - Cyber
Lecture 8 - Technology, Innovation and Great Power Competition - Cyber
 

Recently uploaded

JavaScript Interview Questions PDF By ScholarHat
JavaScript Interview  Questions PDF By ScholarHatJavaScript Interview  Questions PDF By ScholarHat
JavaScript Interview Questions PDF By ScholarHat
Scholarhat
 
A beginner’s guide to project reviews - everything you wanted to know but wer...
A beginner’s guide to project reviews - everything you wanted to know but wer...A beginner’s guide to project reviews - everything you wanted to know but wer...
A beginner’s guide to project reviews - everything you wanted to know but wer...
Association for Project Management
 
Benchmarking Sustainability: Neurosciences and AI Tech Research in Macau - Ke...
Benchmarking Sustainability: Neurosciences and AI Tech Research in Macau - Ke...Benchmarking Sustainability: Neurosciences and AI Tech Research in Macau - Ke...
Benchmarking Sustainability: Neurosciences and AI Tech Research in Macau - Ke...
Alvaro Barbosa
 
Cómo crear video-tutoriales con ScreenPal (2 de julio de 2024)
Cómo crear video-tutoriales con ScreenPal (2 de julio de 2024)Cómo crear video-tutoriales con ScreenPal (2 de julio de 2024)
Cómo crear video-tutoriales con ScreenPal (2 de julio de 2024)
Cátedra Banco Santander
 
Node JS Interview Question PDF By ScholarHat
Node JS Interview Question PDF By ScholarHatNode JS Interview Question PDF By ScholarHat
Node JS Interview Question PDF By ScholarHat
Scholarhat
 
"DANH SÁCH THÍ SINH XÉT TUYỂN SỚM ĐỦ ĐIỀU KIỆN TRÚNG TUYỂN ĐẠI HỌC CHÍNH QUY ...
"DANH SÁCH THÍ SINH XÉT TUYỂN SỚM ĐỦ ĐIỀU KIỆN TRÚNG TUYỂN ĐẠI HỌC CHÍNH QUY ..."DANH SÁCH THÍ SINH XÉT TUYỂN SỚM ĐỦ ĐIỀU KIỆN TRÚNG TUYỂN ĐẠI HỌC CHÍNH QUY ...
"DANH SÁCH THÍ SINH XÉT TUYỂN SỚM ĐỦ ĐIỀU KIỆN TRÚNG TUYỂN ĐẠI HỌC CHÍNH QUY ...
thanhluan21
 
Introduction to Google Productivity Tools for Office and Personal Use
Introduction to Google Productivity Tools for Office and Personal UseIntroduction to Google Productivity Tools for Office and Personal Use
Introduction to Google Productivity Tools for Office and Personal Use
Excellence Foundation for South Sudan
 
ASP.NET Core Interview Questions PDF By ScholarHat.pdf
ASP.NET Core Interview Questions PDF By ScholarHat.pdfASP.NET Core Interview Questions PDF By ScholarHat.pdf
ASP.NET Core Interview Questions PDF By ScholarHat.pdf
Scholarhat
 
Mail Server Configuration Using App passwords in Odoo 17
Mail Server Configuration Using App passwords in Odoo 17Mail Server Configuration Using App passwords in Odoo 17
Mail Server Configuration Using App passwords in Odoo 17
Celine George
 
NAEYC Code of Ethical Conduct Resource Book
NAEYC Code of Ethical Conduct Resource BookNAEYC Code of Ethical Conduct Resource Book
NAEYC Code of Ethical Conduct Resource Book
lakitawilson
 
E-learning Odoo 17 New features - Odoo 17 Slides
E-learning Odoo 17  New features - Odoo 17 SlidesE-learning Odoo 17  New features - Odoo 17 Slides
E-learning Odoo 17 New features - Odoo 17 Slides
Celine George
 
Power of Ignored Skills: Change the Way You Think and Decide by Manoj Tripathi
Power of Ignored Skills: Change the Way You Think and Decide by Manoj TripathiPower of Ignored Skills: Change the Way You Think and Decide by Manoj Tripathi
Power of Ignored Skills: Change the Way You Think and Decide by Manoj Tripathi
Pankaj523992
 
10th Social Studies Enrichment Material (Abhyasa Deepika) EM.pdf
10th Social Studies Enrichment Material (Abhyasa Deepika) EM.pdf10th Social Studies Enrichment Material (Abhyasa Deepika) EM.pdf
10th Social Studies Enrichment Material (Abhyasa Deepika) EM.pdf
SSRCreations
 
Odoo 17 Events - Attendees List Scanning
Odoo 17 Events - Attendees List ScanningOdoo 17 Events - Attendees List Scanning
Odoo 17 Events - Attendees List Scanning
Celine George
 
formative Evaluation By Dr.Kshirsagar R.V
formative Evaluation By Dr.Kshirsagar R.Vformative Evaluation By Dr.Kshirsagar R.V
formative Evaluation By Dr.Kshirsagar R.V
DrRavindrakshirsagar1
 
Introduction to Banking System in India.ppt
Introduction to Banking System in India.pptIntroduction to Banking System in India.ppt
Introduction to Banking System in India.ppt
Dr. S. Bulomine Regi
 
RDBMS Lecture Notes Unit4 chapter12 VIEW
RDBMS Lecture Notes Unit4 chapter12 VIEWRDBMS Lecture Notes Unit4 chapter12 VIEW
RDBMS Lecture Notes Unit4 chapter12 VIEW
Murugan Solaiyappan
 
2 Post harvest Physiology of Horticulture produce.pptx
2 Post harvest Physiology of Horticulture  produce.pptx2 Post harvest Physiology of Horticulture  produce.pptx
2 Post harvest Physiology of Horticulture produce.pptx
UmeshTimilsina1
 
C Interview Questions PDF By Scholarhat.pdf
C Interview Questions PDF By Scholarhat.pdfC Interview Questions PDF By Scholarhat.pdf
C Interview Questions PDF By Scholarhat.pdf
Scholarhat
 
Genetics Teaching Plan: Dr.Kshirsagar R.V.
Genetics Teaching Plan: Dr.Kshirsagar R.V.Genetics Teaching Plan: Dr.Kshirsagar R.V.
Genetics Teaching Plan: Dr.Kshirsagar R.V.
DrRavindrakshirsagar1
 

Recently uploaded (20)

JavaScript Interview Questions PDF By ScholarHat
JavaScript Interview  Questions PDF By ScholarHatJavaScript Interview  Questions PDF By ScholarHat
JavaScript Interview Questions PDF By ScholarHat
 
A beginner’s guide to project reviews - everything you wanted to know but wer...
A beginner’s guide to project reviews - everything you wanted to know but wer...A beginner’s guide to project reviews - everything you wanted to know but wer...
A beginner’s guide to project reviews - everything you wanted to know but wer...
 
Benchmarking Sustainability: Neurosciences and AI Tech Research in Macau - Ke...
Benchmarking Sustainability: Neurosciences and AI Tech Research in Macau - Ke...Benchmarking Sustainability: Neurosciences and AI Tech Research in Macau - Ke...
Benchmarking Sustainability: Neurosciences and AI Tech Research in Macau - Ke...
 
Cómo crear video-tutoriales con ScreenPal (2 de julio de 2024)
Cómo crear video-tutoriales con ScreenPal (2 de julio de 2024)Cómo crear video-tutoriales con ScreenPal (2 de julio de 2024)
Cómo crear video-tutoriales con ScreenPal (2 de julio de 2024)
 
Node JS Interview Question PDF By ScholarHat
Node JS Interview Question PDF By ScholarHatNode JS Interview Question PDF By ScholarHat
Node JS Interview Question PDF By ScholarHat
 
"DANH SÁCH THÍ SINH XÉT TUYỂN SỚM ĐỦ ĐIỀU KIỆN TRÚNG TUYỂN ĐẠI HỌC CHÍNH QUY ...
"DANH SÁCH THÍ SINH XÉT TUYỂN SỚM ĐỦ ĐIỀU KIỆN TRÚNG TUYỂN ĐẠI HỌC CHÍNH QUY ..."DANH SÁCH THÍ SINH XÉT TUYỂN SỚM ĐỦ ĐIỀU KIỆN TRÚNG TUYỂN ĐẠI HỌC CHÍNH QUY ...
"DANH SÁCH THÍ SINH XÉT TUYỂN SỚM ĐỦ ĐIỀU KIỆN TRÚNG TUYỂN ĐẠI HỌC CHÍNH QUY ...
 
Introduction to Google Productivity Tools for Office and Personal Use
Introduction to Google Productivity Tools for Office and Personal UseIntroduction to Google Productivity Tools for Office and Personal Use
Introduction to Google Productivity Tools for Office and Personal Use
 
ASP.NET Core Interview Questions PDF By ScholarHat.pdf
ASP.NET Core Interview Questions PDF By ScholarHat.pdfASP.NET Core Interview Questions PDF By ScholarHat.pdf
ASP.NET Core Interview Questions PDF By ScholarHat.pdf
 
Mail Server Configuration Using App passwords in Odoo 17
Mail Server Configuration Using App passwords in Odoo 17Mail Server Configuration Using App passwords in Odoo 17
Mail Server Configuration Using App passwords in Odoo 17
 
NAEYC Code of Ethical Conduct Resource Book
NAEYC Code of Ethical Conduct Resource BookNAEYC Code of Ethical Conduct Resource Book
NAEYC Code of Ethical Conduct Resource Book
 
E-learning Odoo 17 New features - Odoo 17 Slides
E-learning Odoo 17  New features - Odoo 17 SlidesE-learning Odoo 17  New features - Odoo 17 Slides
E-learning Odoo 17 New features - Odoo 17 Slides
 
Power of Ignored Skills: Change the Way You Think and Decide by Manoj Tripathi
Power of Ignored Skills: Change the Way You Think and Decide by Manoj TripathiPower of Ignored Skills: Change the Way You Think and Decide by Manoj Tripathi
Power of Ignored Skills: Change the Way You Think and Decide by Manoj Tripathi
 
10th Social Studies Enrichment Material (Abhyasa Deepika) EM.pdf
10th Social Studies Enrichment Material (Abhyasa Deepika) EM.pdf10th Social Studies Enrichment Material (Abhyasa Deepika) EM.pdf
10th Social Studies Enrichment Material (Abhyasa Deepika) EM.pdf
 
Odoo 17 Events - Attendees List Scanning
Odoo 17 Events - Attendees List ScanningOdoo 17 Events - Attendees List Scanning
Odoo 17 Events - Attendees List Scanning
 
formative Evaluation By Dr.Kshirsagar R.V
formative Evaluation By Dr.Kshirsagar R.Vformative Evaluation By Dr.Kshirsagar R.V
formative Evaluation By Dr.Kshirsagar R.V
 
Introduction to Banking System in India.ppt
Introduction to Banking System in India.pptIntroduction to Banking System in India.ppt
Introduction to Banking System in India.ppt
 
RDBMS Lecture Notes Unit4 chapter12 VIEW
RDBMS Lecture Notes Unit4 chapter12 VIEWRDBMS Lecture Notes Unit4 chapter12 VIEW
RDBMS Lecture Notes Unit4 chapter12 VIEW
 
2 Post harvest Physiology of Horticulture produce.pptx
2 Post harvest Physiology of Horticulture  produce.pptx2 Post harvest Physiology of Horticulture  produce.pptx
2 Post harvest Physiology of Horticulture produce.pptx
 
C Interview Questions PDF By Scholarhat.pdf
C Interview Questions PDF By Scholarhat.pdfC Interview Questions PDF By Scholarhat.pdf
C Interview Questions PDF By Scholarhat.pdf
 
Genetics Teaching Plan: Dr.Kshirsagar R.V.
Genetics Teaching Plan: Dr.Kshirsagar R.V.Genetics Teaching Plan: Dr.Kshirsagar R.V.
Genetics Teaching Plan: Dr.Kshirsagar R.V.
 

Mentor update 1 value prop - mentor slides

  • 1. Value Proposition EGR 495 The Lean LaunchPad Version 6/22/12
  • 2. Value Proposition What Are You Building and For Who?
  • 5. Value Proposition – Common Mistakes • • • • • It’s too big or amorphous Value Proposition includes competitive set “It’s just a feature” of someone else’s product It’s a “nice to have” instead of a “got to have” Not enough customers care
  • 6. Questions for Value Proposition • Competition: What do customers do today? • Technology / Market Insight: Why is the problem so hard to solve? • Market Size: How big is this problem? • Product: How do you do it?
  • 7. Key Questions for Value Prop • Problem Statement: What is the problem? • Ecosystem: For whom is this relevant? • Competition: What do customers do today? • Technology / Market Insight: Why is the problem so hard to solve? • Market Size: How big is this problem? • Product: How do you do it?
  • 8. EXAMPLE: Key Value Prop Questions • Problem Statement: Net security without a CTO • Ecosystem: Small banks under FDIC pressure • Competition: Expensive, Custom or DIY • Technology / Market Insight: Small Companies without Big Resources…Fines getting bigger • Market Size: 9000 little banks, 5000 + more • Product: perimeterusa.net
  • 10. Value Proposition ( Physical Products) • Which are part of your value proposition? – (e.g. manufactured goods, commodities, produce, ...) • Which intangible products are part? – (e.g. copyrights, licenses, ...) • Which financial products? – (e.g. financial guarantees, insurance policies, ...) • Which digital products? – (e.g. mp3 files, e-books, ...)
  • 11. Value Proposition (Services) • Which core services are part of your value proposition? – (e.g. consulting, a haircut, investment advice, ...) • Which pre-sales or sales services? – (e.g. help finding the right solution, financing, free delivery service, ...) • Which after-sales services? – (e.g. free maintenance, disposal, ...)
  • 13. Pain Killers Reduce or eliminate wasted time, costs, negative emotions, risks - during and after getting the job done
  • 14. Pain Killers - Hypotheses • Produce savings? – (e.g. 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, ...) • Ends difficulties and challenges customers encounter? – (e.g. make things easier, helping them get done, eliminate resistance, ...) • wipe out negative social consequences? – (e.g. loss of face, power, trust, or status, ...)... • Eliminate risks – (e.g. financial, social, technical risks, or what could go awfully wrong, ...)
  • 15. Pain Killer – Problem or Need? • Are you solving a Problem? • Are you fulfilling a Need? • For who? • How do you know?
  • 16. Pain Killer Ranking • Rank each pain your products and services kill according to their intensity for the customer. • Is it very intense or very light? • For each pain indicate the frequency at which it occurs • Is it intense and frequent enough to be a business?
  • 17. Gain Creators How do they create benefits the customer expects, desires or is surprised by, including functional utility, social gains, positive emotions, and cost savings?
  • 18. Gain Creators- Hypotheses • Create savings that make your customer happy? – (e.g. in terms of time, money and effort, ...) • Produce expected or better than expected outcomes? – (e.g. better quality level, more of something, less of something, ...) • Copy or outperform current solutions that delight customer? – (e.g. regarding specific features, performance, quality, ...) • Make your customer’s job or life easier? – (flatter learning curve, usability, accessibility, more services, lower cost of ownership, ...) • Create positive consequences that customer desires? – (makes them look good, produces an increase in power, status, ...).
  • 19. Gain Creator- Ranking • Rank each gain your products and services create according to its relevance to the customer. • Is it substantial or insignificant? • For each gain indicate the frequency at which it occurs.
  • 20. Stop and Discuss • Are we “pain” or “gain” and does the level of pain/gain get customers VERY excited? • REMEMBER: you’re focusing on “problem!!!” • Are we proving our current Value Proposition? • Need to make it stronger, more unique? How? • Any feedback telling us it’s not so exciting? • Ideas on how to make the Value Prop stronger? • What else do we need to do to be sure?
  • 22. Define Minimum Viable Product – Physical • First, test your understanding of the problem (pain) • Next test your understanding of the solution (gain) – Proves that it solves a core problem for customers • The minimum set of features needed to learn from earlyvangelists - Interviews, demos, prototypes, etc - Lots of eyeball contact
  • 23. Define the Minimum Viable Product – Web/Mobile • NOW build a “low fidelity” app for customer feedback – tests your understanding of the problem • LATER build a “high fidelity” app tests your understanding of the solution – Proves that it solves a core problem for customers – The minimum set of features needed to learn from earlyvangelists - Avoid building products nobody wants - Maximize the learning per time spent
  • 24. The Art of the MVP • A MVP is not a minimal product • “But my customers don’t know what they want!” • At what point of “I don’t get it!” will I declare defeat?
  • 25. Where is the MVP already? Web/mobile startups should have an MVP ASAP! • When will our MVP be ready to show? • How simple can it be? A blog or web page? • What can we do to get customer reaction NOW? • What will the MVP do eventually?
  • 26. Time to talk, review findings, and create TODO lists!