The Value Proposition Canvas vs. The 1-Minute Value Proposition Act: A BETTER WAY TO UNDERSTAND HOW CUSTOMERS THINK AND ACT

The
4
Parts
of
the
1-‐Minute
Value
Proposi6on
Act
(VPA)

A
Be%er
Way
to
Understand
and
Predict
Customers’
Adop8on,
Hiring,
and
Buying
Decisions

#VPGen.
Dr.
Rod
King.
rodkuhnhking@gmail.com
&
h%p://businessmodels.ning.com
&
h%p://twi%er.com/RodKuhnKing

VALUE
PROPOSITION
PLOT

(STATEMENT)

PRODUCT/SERVICE/TOOL

CUSTOMER/CONSUMER

VPA

JOB-‐TO-‐GET-‐DONE

1-‐Minute
Value
Proposi6on
Act
(VPA):
A
Universal
Decision-‐making
Template

A
Be%er
Way
to
Understand
and
Predict
Customers’
Adop8on,
Hiring,
and
Buying
Decisions


(PROP)

-‐

+

CUSTOMER/CONSUMER

(PROTAGONIST)

-‐
+


(MOTIVATION:
Help
me/us
…)

-‐
+

VALUE
PROPOSITION
PLOT

Similarity:
………………………….…..………

DiﬀerenAaAon:
…..……………………………

WHY
(ACT/BUY,
NOW)?

#VPGen.
Dr.
Rod
King.
&
&

VPA

Key

-‐

PAIN:
“undesirable”
impact

+

DELIGHT:
“desirable”
impact

:
Informa8on
ﬂow

1-‐Minute
Value
Proposi6on
Act
(VPA):
A
Universal
Decision-‐making
Template
(Checklist)

A
Be%er
Way
to
Understand
and
Predict
Customers’
Adop8on,
Hiring,
and
Buying
Decisions


(PROP)

q  What
product/service/tool
is

being
offered?

-‐

+

CUSTOMER/CONSUMER

(PROTAGONIST)

q  Who
is
the
customer/consumer?

-‐
+


(MOTIVATION:
Help
me/us
…)

q  What
is
the
customer
job-‐to-‐get-‐
done
or
task?
Where?
When?
How?

q  What
is
the
business
job-‐to-‐get-‐
done
or
task?

Where?
When?
How?

-‐
+

VALUE
PROPOSITION
PLOT

q Similarity:
What
are
similariAes
with

exisAng
products/services/tools?

q Differen8a8on:
What
are
differences

from
exisAng
products/services/tools?

WHY
(ACT/BUY,
NOW)?

#VPGen.
Dr.
Rod
King.
&
&

Key

-‐

PAIN:
“undesirable”
impact

+

DELIGHT:
“desirable”
impact

:
Informa8on
flow

VPA

(Pain?)

(Delight?)

(Pain?)

(Delight?)

(Pain?)

(Delight?)

VALUE
PROPOSITION
ACT
(VPA)
CHECKLIST
FOR
“CUSTOMER
REQUIREMENT
INTERVIEW”

QuesAons
for
Designing,
Managing,
and
TesAng
a
MagneAc
Value
ProposiAon

10
Ques6ons
for
Designing,
Managing,
and
Tes6ng
a
Magne6c
Value
Proposi6on
(MVP)

Product/Service/Tool
(Prop)

q  Could
you
tell
me
whether
you
use
tools
such
as
[Leading
Product
1]
or
[Leading
Product
2]
for
[Job-‐To-‐Get-‐Done]?

q  How
does
[Leading
Product
1]/[Leading
Product
2]/[Low-‐end
Product]/[Alterna8ve
Product]
help
you
at
work/home?

q  What
are
the
top
3
problems
that
you
want
to
prevent,
avoid,
or
solve
today
regarding

q  If
you
had
a
dream
Product/Service/Tool,
how
would
it
help
you
at
work/home;
in
life?

Customer/Consumer
(Protagonist)

q  Could
you
tell
me
about
the
results
or
outcomes
that
you
are
trying
to
get
when
you
use
the
[Prototype
or
Proposed

Product/Service/Tool]?

Jobs-‐To-‐Get-‐Done
(Mo8va8on)

q  How
well
is
the
current
process
of
[Job-‐To-‐Get-‐Done]
working
for
you?

q  What
is
preven8ng
you
from
having
an
extremely
delighhul
or
magical
experience
with

q  If
you
could
improve
anything
about
the
process
of
[Job-‐To-‐Get-‐Done],
what
would
it
be?

q  What
do
you
normally
do
before/during/aier
Where?
At
what
8me?

Value
Proposi6on
Plot
&
Statement

q  How
well,
on
a
scale
of
1
(low)
to
10
(high,)
does
the
following
statement
mo8vate
you
to
take
ac8on
or

[Job-‐To-‐Get-‐Done]:
[Value
Proposi8on
Statement]?
What
can
be
improved?

VPA

#VPGen.
Dr.
Rod
King.
&
&

VALUE
PROPOSITION
ACT
(VPA)
CHECKLIST
FOR
“INSIDE
THE
ENTERPRISE/HYPOTHESES”

QuesAons
for
Designing,
Managing,
and
TesAng
a
MagneAc
Value
ProposiAon

4
Categories
of
Ques6ons
for
Designing,
Managing,
and
Tes6ng
a
Magne6c
Value
Proposi6on
(MVP)

(Prop)

q  What
is
(the
name
and
product
category
of)
the
main
that
is
(to
be)
offered
to
customers?

q  What
are
func8onali8es
or
capabili8es
of
the
product/service/tool?

q  What
are
key
features
of
the

q  What
are
3
important
benefits
that
the
offers
to
customers?

q  What
are
3
serious
pains
or
problems
encountered
by
customers
when
they
use
the

Customer/Consumer
(Protagonist)

q  Who
are
the
target
customers/consumers?

q  How
would
you
describe
the
persona
and/or
demographic
profile
of
the
most
valuable
customer/consumer?

q  What
physical/intellectual/emo8onal/spiritual
problems
are
customers/consumers
trying
to
prevent
or
solve?

q  What
are
important
likes
or
delights
of
the
customer/consumer?

q  What
are
important
dislikes
or
pains
of
the
customer/consumer?

Jobs-‐To-‐Get-‐Done
(Mo8va8on)

q  For
what
events,
goals,
ac8vi8es,
and
tasks
do
customers
use
the
product/service/tool:
physical/intellectual/emoAonal/spiritual?

q  What
is
the
most
important
event,
goal,
ac8vity,
and/or
task
for
which
customers
use
the

q  In
what
places,
loca8ons,
or
areas
do
customers
use
the

q  When
(during
the
day/week/month/year)
do
customers
use
the

q  What
are
typical
obstacles
or
barriers
that
prevent
customers
from
effec8vely
using
the
or
achieving
their

goals/objec8ves?

q  What
are
evalua8on
criteria
for
Jobs-‐To-‐Be-‐Done
or
desired
outcomes
(or
unacceptable
criteria
for
undesired
outcomes)?

Value
Proposi6on
Plot
&
Statement

q  What
features
of
the
product/service/tool/business
model
are
SIMILAR
to
those
in
the
exis8ng
marketplace?

q  What
features
of
the
product/service/tool/business
model
are
DIFFERENT
from
those
in
the
exis8ng
marketplace?

q  What
is
your
Value
Proposi8on
Statement
(VPS)
for
the

q  Are
you
sa8sfied
with
the
effec8veness
of
your
Value
Proposi8on
Statement
(VPS)?

VPA

#VPGen.
Dr.
Rod
King.
&
&

4
Types
of
Scenes
(Templates)

For
Collabora6vely
Managing

A
Value
Proposi6on
Act
(VPA)

On

A
Large
Table
or
Wall

PRODUCT/SERVICE/TOOL:
……………………………………………………………………………………………………………

(PROP)

-‐

(PAIN)

+

(DELIGHT)

Scene

#VPGen.
Dr.
Rod
King.
&
hap://businessmodels.ning.com
&
hap://twiaer.com/RodKuhnKing

Industry/Market/Niche/Arena/Zone:

……………………………………………………………………………………….

Illustra6on/Func6onality/Aaributes/Features
(Physical/Intellectual/Emo8onal/Spiritual)

CUSTOMER/CONSUMER:
…………………………….…………………………………………………………………………………

(PROTAGONIST
-‐
Empathy
Mapping)

-‐

(PAIN)

+

(DELIGHT)

Customer/Consumer
Scene
–
Empathy
Mapping

#VPGen.
Dr.
Rod
King.
&
&


……………………………………………………………………………………….

q Hearing

q Thinking
and
Feeling

q Seeing

q Saying
and
Doing

Adapted
from
Xplane’s
“Empathy
Map”

CUSTOMER/CONSUMER:
…………………………….…………………………………………………………………………………

(PROTAGONIST
-‐
“EAARRR”
Performance
Management)

-‐

(PAIN)

+

(DELIGHT)

Customer/Consumer
Scene
–
Performance
Management

#VPGen.
Dr.
Rod
King.
&
&


……………………………………………………………………………………….

q Customer

Engagement

q Customer
Acquisi6on

q Customer

Ac6va6on

q Customer
Reten6on/Revenue/Referral

Adapted
from
Dave
McClure’s
Pirate
Metrics
(“AARRR”)

(TASK):
……………………………..……………………………………………………………………………..

(MOTIVATION:
Physical/Intellectual/Emo8onal/Spiritual
Job)

-‐

(PAIN)

+

(DELIGHT)

Job-‐To-‐Get-‐Done
(JTGD)
Scene

#VPGen.
Dr.
Rod
King.
&
&


……………………………………………………………………………………….

q  Home
q  Oﬃce

q  Online
q  Outdoors/Public/Store/Vehicle

(TASK):
……………………………..……………………………………………………………………………..

(MOTIVATION:
Physical/Intellectual/Emo8onal/Spiritual
Job)

-‐

(PAIN)

+

(DELIGHT)

(JTGD)
Scene

#VPGen.
Dr.
Rod
King.
&
&


……………………………………………………………………………………….

q  Home
q  Oﬃce

q  Online
q  Outdoors/Public/Store/Vehicle

Eliminate

Reduce

Increase

Create

q  Cost;
Price

q  Complexity;
Confusion

q  Inconvenience;
Inaccessibility

q  Defects;
Mistakes;
Errors

q  Time
(Delay)

q  Environmental
DegradaAon

q  Risk;
Uncertainty;
Worries

q  FrustraAons;
Fear;
Doubt

q  Performance;
FuncAonality

q  Quality

q  Brand/Status/PresAge

q  Novelty/Surprise/AestheAcs/Design

q  InteracAvity;
CustomizaAon

q  Learning/Insights

q  Revenue;
Sales

q  Customer
Engagement/AcquisiAon/RetenAon

VALUE
PROPOSITION
PLOT:
…………………………….…………..………………………………………………………………

-‐

(PAIN)

+

(DELIGHT)

Value
Proposi6on
Plot
(VPP)
Scene

#VPGen.
Dr.
Rod
King.
&
&


……………………………………………………………………………………….

q  Similarity
q  Diﬀeren6a6on

Case
Study

The
Value
Proposi6on
Canvas
(VPC)

As

A
Subset

of

The
Value
Proposi8on
Act
(VPA)

The
2
Parts
of
Alexander
Osterwalder’s
Value
Proposi6on
Canvas

#VPGen.
Dr.
Rod
King.
&
&

The
2
Scenes
of
Alexander
Osterwalder’s
Value
Proposi6on
Canvas

Only
2
of
the
4
Trade-‐oﬀ
Scenes
(Blocks)
of
the
Value
Proposi8on
Act
are
Covered
on
the
Value
Proposi8on
Canvas


(PROP)

-‐

+


(MOTIVATION:
Help
me/us
…)

-‐
+

#VPGen.
Dr.
Rod
King.
&
&

For
more
informaAon
on
the
Value
ProposiAon
Canvas,

see
hbp://www.businessmodelgeneraAon.com/downloads/value_proposiAon_canvas.pdf

Value
Proposi8on
Canvas
(VPC)

(PROP)

-‐

(PAIN)

+

(DELIGHT)

#VPGen.
Dr.
Rod
King.
&
&


Business
Design
and
Management
Tools
(Startups)

Scene
for
Alexander
Osterwalder’s
Value
Proposi6on
Canvas

PRODUCT/SERVICE
JOB-‐TO-‐BE-‐DONE

For
more
informaAon
on
the
Value
ProposiAon
Canvas,

see

Osterwalder’s
Hypotheses
(Assump8ons/Benefits/Value
Factors)

q  Avoid
building
products
that
customers
don’t
want
or
buy

q  Facilitate
design
of
value
proposi8ons
that
match
customer

needs
and
solve
customer
problems

q  Have
be%er
strategic
conversa8ons
about
product-‐market
fit

q  Be%er
track
and
manage
progress
of
Minimum
Viable
Product

q  Be%er
prepare
for
Customer
Development
Interviews

q  Use
“Plug-‐in”
to
integrate
tools
of
Business
Model
Genera8on,

Customer
Development,
and
Lean
Startup

Sheet
1
of
3


(To
map,
test,
and
decide
on
assump8ons
&
value
proposi8on;
To
achieve
product-‐market
fit)

Value
Proposi8on
Canvas
(VPC)

(PROP)

-‐

(PAIN)

+

(DELIGHT)

#VPGen.
Dr.
Rod
King.
&
&


Business
Design
and
Management
Tools
(Startups)

Scene
for
Alexander
Osterwalder’s
Value
Proposi6on
Canvas

PRODUCT/SERVICE

For
more
informaAon
on
the
Value
ProposiAon
Canvas,

see

Online
Feedback
from
Delighters

q  “Wow!
Really
impressed
with
the
Value
Prop
approach.

Another
great
tool
to
use
in
conjuncAon
with
business
model

generaAon.
Great
work!”
Kathy
Mast

q  “I
tested
this
out
on
a
friend's
business
when
you
had
just

designed
a
prototype
and
we
loved
the
results…”
Roselida

q  “…
our
new
Designer
helps
to
build
value-‐proposiAons
not
only

for
customers
but
also
for
partners,
suppliers,
employees,
etc.”

Reiner
Walter

Sheet
2
of
3

Online
Feedback
from
Dissa8sfiers

q  “CreaAng
a
hypothesis
of
what
product/market
fit
looks
like
is

not
achieving
product/market
fit.”
Tristan
Kromer

q  “Frankly,
I
could
not
explain
the
difference
either
[between

Pain
Relievers
and
Gain
Creators].”
Noah
J
Revoy

q  “…
the
quesAons
to
be
asked
in
both
Gain
Creator
and
Pain

Reliever
seem
to
be
the
same.
What's
the
subtle
difference?”

Hugo


(To
map,
test,
and
decide
on
assump8ons
&
value
proposi8on;
To
achieve
product-‐market
fit)

Value
Proposi8on
Canvas
(VPC)

(PROP)

-‐

(PAIN)

+

(DELIGHT)

#VPGen.
Dr.
Rod
King.
&
&


Business
Design
and
Management
Tools
(Startups)


(To
map,
test,
and
decide
on
assump8ons
&
value
proposi8on;
To
achieve
product-‐market
fit)

Scene
for
Alexander
Osterwalder’s
Value
Proposi6on
Canvas

PRODUCT/SERVICE

For
more
informaAon
on
the
Value
ProposiAon
Canvas,

see

Further
Prospects
(Reviewer:
Rod
King)

q  Offers
framework
for
visually
documenAng
and
organizing
the

pain
and
delight
of
a
Product/Service
as
well
as
Job-‐To-‐Be-‐Done

q  Provides
parAal
model
for
tesAng
staAc
fitness
between
Product

and
Jobs-‐To-‐Be-‐Done
(which
differs
from
Product-‐Market
fit)

q  Provides
a
tool
for
qualitaAvely
tesAng
staAc
assumpAons
of

Product
and
(Customer
Requirements)
as
well

as
their
fitness

q  Facilitates
collaboraAve
Value
ProposiAon
Design
&
TesAng

Sheet
3
of
3

Further
Limita8ons
(Reviewer:
Rod
King)

q  No
suggesAon
on
how
to
develop
Value
ProposiAon
Statement

q  Inadequate/Limited
tool
for
achieving
Product-‐Market
Fit

q  Complex
and
Ame-‐consuming
to
use
Value
Prop.
Canvas
(VPC)

q  Cluber
&
informaAon
overload
using
disparate
checklists

q  The
template
of
the
VPC
is
not
suitable
for
documenAng,

organizing,
managing,
and
evaluaAng
ideas
away
from
a
wall

q  VPC
weakly
links
to
exisAng
body
of
knowledge
on
Job-‐To-‐Be-‐
Done,
trade-‐offs,
innovaAon,
strategy,
and
value
proposiAons

(TASK/MOTIVATION):
Map,
test,
and
decide
on
assump8ons
&
value

proposi8on;
Achieve
product-‐market
fit
(BEFORE/DURING/AFTER)

-‐

(PAIN)

+

(DELIGHT)

(JTGD)
Scene
for
Alexander
Osterwalder’s
Value
Proposi6on
Canvas

#VPGen.
Dr.
Rod
King.
&
&

q  Home
ü  Office

q  Online
ü  Outdoors/Public/Store/Vehicle


Business
Design
and
Management
Tools
(Startups)

u  Physical
Job

u  Intellectual
Job:
Map,
test,
and
decide
on
value

proposi8on;
Achieve
product-‐market
fit

u  Emo8onal
(Social)
Job

u  Spiritual
Job

u  Physical
Job

u  Intellectual
Job:
Map,
test,
and
decide
on
value

proposi8on;
Achieve
product-‐market
fit

u  Emo8onal
(Social)
Job

u  Spiritual
Job

Eliminate

Reduce

Increase

Create

q  Cost;
Price

q  Complexity;
Confusion

q  Inconvenience;
Inaccessibility

q  Defects;
Mistakes;
Errors

q  Time
(Delay)

q  Environmental
DegradaAon

q  Risk;
Uncertainty;
Worries

q  FrustraAons;
Fear;
Doubt

q  Performance;
FuncAonality

q  Quality

q  Brand/Status/PresAge

q  Novelty/Surprise/AestheAcs/Design

q  InteracAvity;
CustomizaAon

q  Learning/Insights

q  Revenue;
Sales

q  Customer
Engagement/AcquisiAon/RetenAon

The
2
MISSING
Scenes
from
Alexander
Osterwalder’s
Value
Proposi6on
Canvas

Customer/Consumer
Scene
&
Value
Proposi8on
Plot
(VPP)
Scene

#VPGen.
Dr.
Rod
King.
&
&

CUSTOMER/CONSUMER

(PROTAGONIST)

-‐
+

VALUE
PROPOSITION
PLOT

Similarity:
………………………….…..………

DiﬀerenAaAon:
…..……………………………

WHY
(ACT/BUY,
NOW)?

CUSTOMER/CONSUMER:
Users
of
the
Value
Proposi8on
Canvas/Business
Model
Canvas

(PROTAGONIST
-‐
“EAARRR”
Performance
Management)

-‐

(PAIN)

+

(DELIGHT)

Customer/Consumer
Scene
for
Alexander
Osterwalder’s
Value
Proposi6on
Canvas

#VPGen.
Dr.
Rod
King.
&
&


Business
Design
and
Management
Tools
(Startups)

q Customer

Engagement

q Customer
Acquisi6on

q Customer

Ac6va6on

q Customer
Reten6on/Revenue/Referral

VALUE
PROPOSITION
PLOT:

“Achieve
Product-‐Market
Fit
With
Brand
New
Value
Proposi8on

Designer
Canvas”

-‐

(PAIN)

+

(DELIGHT)

Value
Proposi6on
Plot
(VPP)
Scene
for
Alexander
Osterwalder’s
Value
Proposi6on
Canvas

#VPGen.
Dr.
Rod
King.
&
&


Business
Design
and
Management
Tools
(Startups)

Plug-‐in
for

u Business
Model
Canvas

u 
Lean
Canvas
(Ash
Maurya)

“There
is
no
prac(cal
tool
that
helps
business
people
map,
think

through,
discuss,
test,
and
pivot
their
company’s
value
proposi(on
in

relaAonship
to
their
customers’
needs.”

Alexander
Osterwalder

“Ash
re-‐purposed
our
Business
Model
Canvas
to
focus
on
products.

Conceptually,
I
feel
that
Ash's
adapta(on
leaves
us
with
something

between
business
models
and
products
and
thus
does
neither
job

well.
Personally,
I
prefer
having
a
tool
for
each,
because
they
are

totally
diﬀerent,
yet
related
jobs
(designing
your
BM
Model
vs.

designing
your
VP).”

Alexander
Osterwalder

ü  Similarity
ü  Diﬀeren6a6on

The
4
Parts
of
the
1-‐Minute
Value
Proposi6on
Act
(VPA)

A
Be%er
Way
to
Understand
and
Predict
Customers’
Adop8on,
Hiring,
and
Buying
Decisions

#VPGen.
Dr.
Rod
King.
&
&

VALUE
PROPOSITION
PLOT

(STATEMENT)



CUSTOMER/CONSUMER

VPA

ENVIRONMENT

#VPGen.
Dr.
Rod
King.
&
&

BUSINESS
MODEL

(STORY)

VALUE
CREATION
ACT

VALUE
SHARING
ACT

VALUE
PROPOSITION
ACT

1 3
2
The
Global
Business
Model
(GBM)
Story

A
Fun,
Fractal,
and
Holis8c
Template
for
Visualizing
the
3
Acts
of
a
Business
Model

Acknowledgement

The
Value
Proposi8on
Act
(VPA)
is
a
unique
synthesis
of
the
best
ideas
for
designing,
managing,
and
tes8ng
customer
value
proposi6ons.

The
VPA
mainly
draws
from
the
ideas,
frameworks,
and
tools
of
the
following
authors:

q  Peter
Drucker:
Marke6ng
and
Innova6on
as
the
Two
Basic
Func6ons
of
an
Enterprise

q  Michael
Porter:
Value
Proposi6on
Triangle
of
“Customers-‐Needs-‐Price”;
Trade-‐off;
3
Generic
Strategies;
Shared
Value

q  Clayton
Christensen:
Job-‐To-‐Be-‐Done;
Disrup6ve
Innova6on

q  Anthony
Ulwick:
Outcome
Driven
Innova6on;

q  W.
Chan
Kim
&
Renee
Mauborgne:
Blue
Ocean
Strategy;
Strategy
Canvas;
Value
Factors;
Value
Curve;
4
Ac6ons
Grid

q  James
Anderson
&
Wouter
Van
Rossum:
Point
of
Parity
&
Point
of
Difference

q  Alexander
Osterwalder:
Value
Proposi6on
Canvas
&
Business
Model
Canvas

q  XPlane:
Empathy
Map

q  Eric
Ries:
Lean
Startup
(Problem-‐Solu8on
Fit;
Market-‐Product
Fit);
Steve
Blank:
Customer
Development
(“Get
Out
Of
Building”);

Dave
McClure:
Pirate
Metrics
(“AARRR”)

q  Neil
Borden’s
Marke6ng
Mix
&
E.
J.
McCarthy’s
4Ps
of
Marke6ng

q  Simon
Sinek:
Golden
Circle
&
Start
With
Why

q  Genrich
Altshuller:
Theory
of
Inven6ve
Problem
Solving
(“TRIZ”)
Especially
Contradic6ons;
Contradic6on
Matrix;

Mul6screen
Diagram;
Substance-‐Field
Analysis;
Ideal
Final
Result;
Evolu6onary
Paaerns

q  Eli
Goldraa:
Theory
of
Constraints
Especially
Undesirable
and
Desirable
Effects;
Weakest
Link
in
Chain

#VPGen.
Dr.
Rod
King.
&
&

For
Addi8onal
Informa8on
on
the
1-‐Minute
Value
Proposi8on
Act,

See
the
Following
Presenta6ons:

h%p://www.slideshare.net/RodKing/1-‐minute-‐value-‐proposi8on-‐act-‐value-‐proposi8on-‐canvas-‐rodking

and

h%p://www.slideshare.net/RodKing/1minute-‐value-‐propos

The Value Proposition Canvas vs. The 1-Minute Value Proposition Act: A BETTER WAY TO UNDERSTAND HOW CUSTOMERS THINK AND ACT

More Related Content

What's hot

Viewers also liked

Similar to The Value Proposition Canvas vs. The 1-Minute Value Proposition Act: A BETTER WAY TO UNDERSTAND HOW CUSTOMERS THINK AND ACT

More from Rod King, Ph.D.

Recently uploaded

The Value Proposition Canvas vs. The 1-Minute Value Proposition Act: A BETTER WAY TO UNDERSTAND HOW CUSTOMERS THINK AND ACT