The document discusses tools and processes for designing and testing value propositions for businesses. It describes using the Value Proposition Canvas tool to iteratively search for value propositions that customers want through designing, testing, and evolving propositions. It emphasizes managing the non-linear process of value proposition design by systematically applying tools like the Canvas to reduce risk.
Business Model Innovation - Key Note Speech Emad Saif
This is my keynote speech for anyone interested on "Business Model Innovation" at the Arabic Innovation Academy organized by the European Innovation Academy and Qatar Science & Technology Park in Qatar on Jan 7 2018
The Business Model Canvas was proposed by Alexander Osterwalder. Business Model Canvas helps lean advocates to develop new or document existing business models.
the "Value Proposition Canvas" tool that helps startups and organizations design compelling products and services that customers will buy. It's must have tool if you want to save time and effort in designing your product or service. The best thing is it's visual, practical and is easy to learn. This world class tool was introduced in Alex Osterwalder's top seller book "Value Proposition Design" and is a continuation of the "Business Model Canvas". This excellent visual tool is easy and practical.
Get course discounts and learn more:
www.playtactic.com
Business Model Innovation - Key Note Speech Emad Saif
This is my keynote speech for anyone interested on "Business Model Innovation" at the Arabic Innovation Academy organized by the European Innovation Academy and Qatar Science & Technology Park in Qatar on Jan 7 2018
The Business Model Canvas was proposed by Alexander Osterwalder. Business Model Canvas helps lean advocates to develop new or document existing business models.
the "Value Proposition Canvas" tool that helps startups and organizations design compelling products and services that customers will buy. It's must have tool if you want to save time and effort in designing your product or service. The best thing is it's visual, practical and is easy to learn. This world class tool was introduced in Alex Osterwalder's top seller book "Value Proposition Design" and is a continuation of the "Business Model Canvas". This excellent visual tool is easy and practical.
Get course discounts and learn more:
www.playtactic.com
A workshop on Value Proposition Design by Sam Rye from Lifehack & Enspiral.
This workshop takes you through the Value Proposition Canvas, helps you pitch your vision, and lays out a short exercise to make a 2D or 3D prototype of your solution for feedback.
It draws heavily on the content, language and concepts from this book, which we highly recommend you buy if you're serious about (social) entepreneurship or intrapreneurship : https://strategyzer.com/value-proposition-design
Business Model Generation: Business Model Canvas + Design ThinkingSiddhant Choudhary
A business model describes the rationale of how an organisation creates, delivers and captures value. This ppt runs you through basics of business model generation.
Getting to Product Market Fit - An Overview of Customer Discovery & ValidationJason Evanish
An overview of the first two stages of Steve Blank's Four Steps to the Epiphany: Customer Discovery and Customer Validation. Includes in depth advice on the customer development interview as well.
I'm writing a book on How to Build Customer Driven Products based on tactics like the ones in this presentation. You can sign up to learn more here: http://eepurl.com/RZoO9
(Last change, July 2: Removed as beyond most teams' scope Eyetracking Study, Clickstream Analysis, Usability Benchmarking; Added Live-Data Prototypes, Demand Validation Test, Wizard of Oz Tests)
For our teams tasked with building products and features for The New York Times, we face a common challenge with many: how do we figure out what’s worth spending our time on?
The answer seems straightforward: test your ideas with real customers, leveraging the expertise of your product, UX, and engineering talent. Figure out the smallest test that you can come up with to test a specific hypothesis, gather data and insights, and keep iterating on it until you know whether the problem is real and your solution will prove valuable, usable, and feasible.
As part of our efforts to adopt such a data-driven, experimental approach to product development, we recently kicked off a product discovery pilot program. Small, cross-functional teams were paired with coaches and facilitators over a six week period to demonstrate how product discovery and Lean Startup techniques could work for real-world customer opportunities at The New York Times.
One of the first things that we learned about the process from our participants was that they wanted a "toolkit" - something to help them figure out what they should be doing, asking or making to get as quickly as possible towards the validated learning, prototypes and user tests that would have the most impact.
To help the facilitate the learning process for our dual-track Agile teams, the Product Architecture team here at The Times (Christine Yom, Jim Lamiell, Josh Turk, Priya Ollapally, and Al Ming) built a "Product Discovery Activity Guide" that rolled up activities, exercises, and testing techniques from all our favorite thought leaders.
This included brainstorming exercises from Gamestorming and Innovation Games, testing techniques from traditional user research, and rapid test-and-learn tactics from Google Ventures, Eric Ries (The Lean Startup), Jeff Gothelf (Lean UX), Steve Blank (Customer Development) and our spirit guide, Marty Cagan (Inspired), among others.
Our goal was to make it a tool not just for learning how to get started, but to be a living document for teams to share knowledge about the process itself. What techniques worked and didn't work? What tactics did they learn elsewhere that might be worth sharing with the rest of the company?
We hope you find it useful, and whether you’d like to share with us what you’re doing with it, or you have suggestions (big or small) to improve it for future product generations, please let us know! (nyt.tech.productarchitecture@nytimes.com)
Al Ming
July 2015
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
Using Your Growth Model to Drive Smarter High Tempo TestingSean Ellis
In this presentation, Sean Ellis highlights how to use a growth model to inform your high tempo testing efforts. It goes through the key steps for building your growth model including establishing a north star metric, and identifying your "aha moment" and the core benefit that drives retention. Finally he shows how the GrowthHackers team has used a growth model to plan our growth roadmap.
From Idea to Business with Lean Startup & the Progress Board Strategyzer
This deck shows how you get from idea to business by using the business model canvas and lean startup methodologies. It introduces the Progress Board, a new tool that brings it all together.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
The Business Model Canvas is a Strategic Management and Lean Startup template for developing new or redesigning existing business models to create competitive advantage.
The Business Model Canvas, rooted in Strategyzer's strategic framework, emerges as a dynamic tool, showcasing 9 essential building blocks. These blocks span across an organization's core, infrastructure, customer engagement, and financial dimensions. Encompassing Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure, the canvas is a comprehensive roadmap.
Beyond the core blocks, this presentation delves into the strategic genius behind successful business models, exploring real-world exemplars like Apple, Facebook, Amazon, and diverse innovators. Uncovering these key patterns adds a layer of insight, enriching the understanding of effective business model innovation.
Purposefully crafted for collaborative environments, this presentation excels as a foundational guide to the Business Model Canvas and complements with essential concepts such as Design Thinking and the Value Proposition Canvas. Tailored for a half-day or one-day immersion, it's a gateway to acquaint participants with potent business modeling approaches.
LEARNING OBJECTIVES
1. Understand the key concepts of business model thinking.
2. Acquire knowledge of the 9 building blocks of the Business Model Canvas for value creation.
3. Learn to recognize key patterns of business models.
4. Learn how to apply the Business Model Canvas to map out your current business model for understanding and analysis.
5. Gain basic knowledge of the Business Model design process and related frameworks.
CONTENTS
1. Introduction to Business Model Thinking
2. Basics of Design Thinking
3. The 9 Building Blocks
4. Key Patterns of Business Models
5. The Business Model Canvas
6. The Value Proposition Canvas
7. Business Model Design Process
8. Presenting the Business Model Canvas – Do's and Don'ts
Appendix: Additional Slides & Templates
Design Thinking & Agile Innovation Workshop combining elements from Design Thinking, Customer Development, Christensen's Jobs to be Done, Osterwalder's Value Proposition Canvas, Javelin Experiment Board, Lean Startup and Paper Prototyping.
Business Model for Companies & Personal Life
http://anggriawan.web.id/2014/02/business-model.html
References:
- "Business Model Generation" by Alexander Osterwalder & Yves Pigneur
- "Business Model You" by Timothy Clark
This deck explains what the Value Proposition Canvas (aka Designer) is, how it relates to the well-known Business Model Canvas, and what to keep in mind when using it.
Value Proposition Design - Deutsche EinführungDaniel Bartel
alue Proposition Design - die perfekte Ergänzung zu Business Model Generation von Alex Osterwalder, Yves Pigneur, Greg Bernarda und Alan Smith (Strategyzer) - hilft systematisch und mit Hilfe des Customer Developments den Kunden zu verstehen um so Angebote zu erstellen, die die Bedürfnisse des Kunden perfekt bedienen. Wie findet man heraus, was Kunden wirklich wollen?
Durch Tools und Techniken aus der Lean Startup Bewegung hilft Value Proposition Design bei der Herausarbeitung wahrer Kundenbedürfnisse. Nach dem bewährten “Job-to-be-Done”-Ansatz (siehe unten) sowie das Aufspüren der “Pains & Gains” des Nutzers wird Empathie gewonnen. Im nächsten Schritt erfolgt die Gestaltung des Produktes, welches die "Schmerzen" des Kunden löst und die Erwartungen erfüllt. Hierbei helfen Übungen zu Customer Interviews. Denn nur wer den “Mom-Test” besteht, also seine eigene Mutter auch mal "Nein" zur Idee sagt, stellt die richtigen Fragen.
Als “Plug-In” zum Business Model Canvas hilft der Value Proposition Canvas bei der Herausarbeitung des Kundensegmentes als auch des Nutzversprechens – für innovative und erfolgreiche Geschäftsmodelle.
A workshop on Value Proposition Design by Sam Rye from Lifehack & Enspiral.
This workshop takes you through the Value Proposition Canvas, helps you pitch your vision, and lays out a short exercise to make a 2D or 3D prototype of your solution for feedback.
It draws heavily on the content, language and concepts from this book, which we highly recommend you buy if you're serious about (social) entepreneurship or intrapreneurship : https://strategyzer.com/value-proposition-design
Business Model Generation: Business Model Canvas + Design ThinkingSiddhant Choudhary
A business model describes the rationale of how an organisation creates, delivers and captures value. This ppt runs you through basics of business model generation.
Getting to Product Market Fit - An Overview of Customer Discovery & ValidationJason Evanish
An overview of the first two stages of Steve Blank's Four Steps to the Epiphany: Customer Discovery and Customer Validation. Includes in depth advice on the customer development interview as well.
I'm writing a book on How to Build Customer Driven Products based on tactics like the ones in this presentation. You can sign up to learn more here: http://eepurl.com/RZoO9
(Last change, July 2: Removed as beyond most teams' scope Eyetracking Study, Clickstream Analysis, Usability Benchmarking; Added Live-Data Prototypes, Demand Validation Test, Wizard of Oz Tests)
For our teams tasked with building products and features for The New York Times, we face a common challenge with many: how do we figure out what’s worth spending our time on?
The answer seems straightforward: test your ideas with real customers, leveraging the expertise of your product, UX, and engineering talent. Figure out the smallest test that you can come up with to test a specific hypothesis, gather data and insights, and keep iterating on it until you know whether the problem is real and your solution will prove valuable, usable, and feasible.
As part of our efforts to adopt such a data-driven, experimental approach to product development, we recently kicked off a product discovery pilot program. Small, cross-functional teams were paired with coaches and facilitators over a six week period to demonstrate how product discovery and Lean Startup techniques could work for real-world customer opportunities at The New York Times.
One of the first things that we learned about the process from our participants was that they wanted a "toolkit" - something to help them figure out what they should be doing, asking or making to get as quickly as possible towards the validated learning, prototypes and user tests that would have the most impact.
To help the facilitate the learning process for our dual-track Agile teams, the Product Architecture team here at The Times (Christine Yom, Jim Lamiell, Josh Turk, Priya Ollapally, and Al Ming) built a "Product Discovery Activity Guide" that rolled up activities, exercises, and testing techniques from all our favorite thought leaders.
This included brainstorming exercises from Gamestorming and Innovation Games, testing techniques from traditional user research, and rapid test-and-learn tactics from Google Ventures, Eric Ries (The Lean Startup), Jeff Gothelf (Lean UX), Steve Blank (Customer Development) and our spirit guide, Marty Cagan (Inspired), among others.
Our goal was to make it a tool not just for learning how to get started, but to be a living document for teams to share knowledge about the process itself. What techniques worked and didn't work? What tactics did they learn elsewhere that might be worth sharing with the rest of the company?
We hope you find it useful, and whether you’d like to share with us what you’re doing with it, or you have suggestions (big or small) to improve it for future product generations, please let us know! (nyt.tech.productarchitecture@nytimes.com)
Al Ming
July 2015
Dan Olsen, The Lean Product Playbook , @danolsen
Room: C260
Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.
Using Your Growth Model to Drive Smarter High Tempo TestingSean Ellis
In this presentation, Sean Ellis highlights how to use a growth model to inform your high tempo testing efforts. It goes through the key steps for building your growth model including establishing a north star metric, and identifying your "aha moment" and the core benefit that drives retention. Finally he shows how the GrowthHackers team has used a growth model to plan our growth roadmap.
From Idea to Business with Lean Startup & the Progress Board Strategyzer
This deck shows how you get from idea to business by using the business model canvas and lean startup methodologies. It introduces the Progress Board, a new tool that brings it all together.
[To download this presentation, visit: https://www.oeconsulting.com.sg/training-presentations]
The Business Model Canvas is a Strategic Management and Lean Startup template for developing new or redesigning existing business models to create competitive advantage.
The Business Model Canvas, rooted in Strategyzer's strategic framework, emerges as a dynamic tool, showcasing 9 essential building blocks. These blocks span across an organization's core, infrastructure, customer engagement, and financial dimensions. Encompassing Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure, the canvas is a comprehensive roadmap.
Beyond the core blocks, this presentation delves into the strategic genius behind successful business models, exploring real-world exemplars like Apple, Facebook, Amazon, and diverse innovators. Uncovering these key patterns adds a layer of insight, enriching the understanding of effective business model innovation.
Purposefully crafted for collaborative environments, this presentation excels as a foundational guide to the Business Model Canvas and complements with essential concepts such as Design Thinking and the Value Proposition Canvas. Tailored for a half-day or one-day immersion, it's a gateway to acquaint participants with potent business modeling approaches.
LEARNING OBJECTIVES
1. Understand the key concepts of business model thinking.
2. Acquire knowledge of the 9 building blocks of the Business Model Canvas for value creation.
3. Learn to recognize key patterns of business models.
4. Learn how to apply the Business Model Canvas to map out your current business model for understanding and analysis.
5. Gain basic knowledge of the Business Model design process and related frameworks.
CONTENTS
1. Introduction to Business Model Thinking
2. Basics of Design Thinking
3. The 9 Building Blocks
4. Key Patterns of Business Models
5. The Business Model Canvas
6. The Value Proposition Canvas
7. Business Model Design Process
8. Presenting the Business Model Canvas – Do's and Don'ts
Appendix: Additional Slides & Templates
Design Thinking & Agile Innovation Workshop combining elements from Design Thinking, Customer Development, Christensen's Jobs to be Done, Osterwalder's Value Proposition Canvas, Javelin Experiment Board, Lean Startup and Paper Prototyping.
Business Model for Companies & Personal Life
http://anggriawan.web.id/2014/02/business-model.html
References:
- "Business Model Generation" by Alexander Osterwalder & Yves Pigneur
- "Business Model You" by Timothy Clark
This deck explains what the Value Proposition Canvas (aka Designer) is, how it relates to the well-known Business Model Canvas, and what to keep in mind when using it.
Value Proposition Design - Deutsche EinführungDaniel Bartel
alue Proposition Design - die perfekte Ergänzung zu Business Model Generation von Alex Osterwalder, Yves Pigneur, Greg Bernarda und Alan Smith (Strategyzer) - hilft systematisch und mit Hilfe des Customer Developments den Kunden zu verstehen um so Angebote zu erstellen, die die Bedürfnisse des Kunden perfekt bedienen. Wie findet man heraus, was Kunden wirklich wollen?
Durch Tools und Techniken aus der Lean Startup Bewegung hilft Value Proposition Design bei der Herausarbeitung wahrer Kundenbedürfnisse. Nach dem bewährten “Job-to-be-Done”-Ansatz (siehe unten) sowie das Aufspüren der “Pains & Gains” des Nutzers wird Empathie gewonnen. Im nächsten Schritt erfolgt die Gestaltung des Produktes, welches die "Schmerzen" des Kunden löst und die Erwartungen erfüllt. Hierbei helfen Übungen zu Customer Interviews. Denn nur wer den “Mom-Test” besteht, also seine eigene Mutter auch mal "Nein" zur Idee sagt, stellt die richtigen Fragen.
Als “Plug-In” zum Business Model Canvas hilft der Value Proposition Canvas bei der Herausarbeitung des Kundensegmentes als auch des Nutzversprechens – für innovative und erfolgreiche Geschäftsmodelle.
Illustrating Customer Segments & Value Propositions with Ridiculous Toys. An ...Leslie Forman
Illustrating Customer Segments & Value Propositions with Ridiculous Toys. Based on the Business Model Canvas and three years of experience teaching interactive workshops throughout Chile. Originally presented in Chile in 2011, this presentation has been incredibly popular here on SlideShare and I've just updated it with cleaner design and more details about how it can be used to run memorable and fun workshops. Enjoy!
Ever wonder when a customer actually thinks about your product or service? This workshop can help you to determine how to market your services at moments when they do.
10 Characteristics of Great Value PropositionsWiley
#VPDesign helps you systematically build products & services that customers want.
For more from the book: https://strategyzer.com/value-proposition-design
Based on Value Proposition Design by Alexander Osterwalder, Yves Pigneur, Greg Bernarda & Alan Smith.
Defining user profiles is a key actiovity when designing interactive systems.
"Personas" technique is an excellent way for describing these user profiles.
Template for the improved Value Proposition Canvas. This version focuses on customer wants, needs and fears and on features, benefits and user experiences.
How to Create a Strong Value Proposition Design for B2B - It's all about the ...Daniel Nilsson
You need to stand out in 3 seconds - The competition is fierce and you need to be able to catch interest in less than 3 seconds and then keep it. This is true no matter if you are creating a message for a presentation, the web, a speech or a video.
Most likely you do the following misstakes today
- You start a presentation with a company overview
- You start a presentation about your product
- Your webpage is all about your product
ä You have more then 10 words on your power point slide
Tools the super professionals use will be yours
In this presentation you will learn how to create amazing B2B Value Propositions Designs that will not only say what you need to say but will catch the interest of the person you are trying to reach in a totally new way. I will show you 4 tools that the super professionals use and how to use them.
I created this presentation after doing extensive research on how to create a strong value proposition. The data I have reviewed are from marketing experts, Gartner, reports and my own personal experience creating value propositions.
The purpose of the presentation is to share my conclusions on how to build a strong value proposition.
Please feel welcome to share your thoughts, insights or comments. I love feedback. You can send an email to info@daniel-one.com or visit my webpage www.daniel-one.com. I look forward to hear from you.
Some pictures can be a bit blurry when you view the presentation directly from the web. To view a high quality version of the presentation simply download it. If you have any questions please don't hesitate to contact me at www.daniel-one.com
BUSINESS MODEL & VALUE PROPOSITION MODELSciencehit.by
Андрей Курьян, ведущий ТРИЗ тренер компании «Эпам Системз»
Видео: https://youtu.be/RwDrHZreP5c
------------------------------
В рамках проведения «Научного Хакатона» мы приглашаем вас на митапы, где будут проводиться обучающие и консультационные сессии под руководством экспертов в области науки, бизнеса и ИТ.
У вас будет возможность обсудить задачи, получить экспертную помощь, объявить о вакантных местах в команде и не только.
Присоединяйтесь и решайте научные задачи командами!
Cайт: http://sciencehit.by/hackathon
Регистрация в команды: https://sciencehit.timepad.ru/event/462869/
The Pixel Lab 2015 | How does understanding more about my audience affect pro...power to the pixel
There’s so much a producer can do these days: create, finance, promote and distribute content across multiple platforms, media and channels. No longer do you have to rely on someone else’s ‘shop window’ to get your content seen. But in doing so we have to take responsibility for finding, connecting and activating audiences. Understanding context is key. It helps make content more engaging and relevant; it helps you weave your output into the lives of your users. However, it’s easy to paint a rosy picture of their attitude towards our offerings and the quality of the experience we provide. Mapping user journeys is a great way of realising the potential of your output reaching its intended audience. But how do we map the journey without turning it into a fairy tale?
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
La comunicazione tra le persone è il primo valore dell’Agile. Trasmettere la vision di un’idea è molto difficile. Attraverso i Canvas è possibile non solo condividere la vision ma anche il viaggio che porterà alla realizzazione dell’intero prodotto.
Adottando i vari Canvas come il Business Model Canvas, il Lean Canvas e il Product Canvas è possibile definire e condividere le ipotesi iniziali, validarle sul mercato misurando i risultati e confrontarle con i risultati attesi. I Canvas quindi non solo ci aiutano nella parte iniziale del progetto ma ci accompagnano per tutto il ciclo di vita del prodotto evolvendo con esso.
Questi concetti non sono strettamente legati al software ma possono essere applicati in contesti differenti.
Durante questo workshop vedremo insieme come, partendo da un’idea, si possa realizzare un prototipo di applicazione mobile in meno di due ore… il tutto sotto forma di gioco.
How to turn a guesstimate business model canvas into a fact-based one, and co...Agile Tour Beirut
The risk of failure is high for businesses trying to get and keep clients, and for startups at any stage. What if there was a way to minimize that risk? The Business Model Canvas is quickly becoming the standard in how business models are designed. But a Business Model Canvas is often based on assumptions. Executing a business model based on assumptions will likely lead to failure. In this workshop/talk, we'll cover an agile step-by-step process to identify those assumptions, validate them, and end up with a business model based on facts. This is an opportunity for leadership teams to really get the essence of using this agile process to maximize their chances of success.
Venture Design Workshop: Business Model CanvasAlex Cowan
These slides support the various workshops I do and my online curriculum in two principal places:
1. Business Model Canvas Tutorial
This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc.
2. Startup Sprints
This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.
Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services.
Shared November 2015 at SleeterCon in Las Vegas, Nevada.
Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services.
Shared November 2015 at SleeterCon in Las Vegas, Nevade.
Business Model Innovation and Design at TodaiYves Pigneur
This talk aims at presenting the Business Model Canvas for designing, assessing and challenging business models. Business model innovation and industry changes will be illustrated with examples such as Nespresso, SunEdisson, and AirBnB. Design thinking attitude will also be emphasized for exploring and prototyping business models. Finally, the synergy between the business model canvas, lean startup and customer development will be briefly presented for testing business models.
"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."
What is the TDS Return Filing Due Date for FY 2024-25.pdfseoforlegalpillers
It is crucial for the taxpayers to understand about the TDS Return Filing Due Date, so that they can fulfill your TDS obligations efficiently. Taxpayers can avoid penalties by sticking to the deadlines and by accurate filing of TDS. Timely filing of TDS will make sure about the availability of tax credits. You can also seek the professional guidance of experts like Legal Pillers for timely filing of the TDS Return.
As a business owner in Delaware, staying on top of your tax obligations is paramount, especially with the annual deadline for Delaware Franchise Tax looming on March 1. One such obligation is the annual Delaware Franchise Tax, which serves as a crucial requirement for maintaining your company’s legal standing within the state. While the prospect of handling tax matters may seem daunting, rest assured that the process can be straightforward with the right guidance. In this comprehensive guide, we’ll walk you through the steps of filing your Delaware Franchise Tax and provide insights to help you navigate the process effectively.
Accpac to QuickBooks Conversion Navigating the Transition with Online Account...PaulBryant58
This article provides a comprehensive guide on how to
effectively manage the convert Accpac to QuickBooks , with a particular focus on utilizing online accounting services to streamline the process.
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
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.
Improving profitability for small businessBen Wann
In this comprehensive presentation, we will explore strategies and practical tips for enhancing profitability in small businesses. Tailored to meet the unique challenges faced by small enterprises, this session covers various aspects that directly impact the bottom line. Attendees will learn how to optimize operational efficiency, manage expenses, and increase revenue through innovative marketing and customer engagement techniques.
Buy Verified PayPal Account | Buy Google 5 Star Reviewsusawebmarket
Buy Verified PayPal Account
Looking to buy verified PayPal accounts? Discover 7 expert tips for safely purchasing a verified PayPal account in 2024. Ensure security and reliability for your transactions.
PayPal Services Features-
🟢 Email Access
🟢 Bank Added
🟢 Card Verified
🟢 Full SSN Provided
🟢 Phone Number Access
🟢 Driving License Copy
🟢 Fasted Delivery
Client Satisfaction is Our First priority. Our services is very appropriate to buy. We assume that the first-rate way to purchase our offerings is to order on the website. If you have any worry in our cooperation usually You can order us on Skype or Telegram.
24/7 Hours Reply/Please Contact
usawebmarketEmail: support@usawebmarket.com
Skype: usawebmarket
Telegram: @usawebmarket
WhatsApp: +1(218) 203-5951
USA WEB MARKET is the Best Verified PayPal, Payoneer, Cash App, Skrill, Neteller, Stripe Account and SEO, SMM Service provider.100%Satisfection granted.100% replacement Granted.
Explore our most comprehensive guide on lookback analysis at SafePaaS, covering access governance and how it can transform modern ERP audits. Browse now!
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.
5. ?How to design attractive value
propositions that sell
in business models that work
6. ?How to design attractive value
propositions that sell …
2014
7. Business Model Canvas
Cost Structure
Key Partnerships
Key Resources
Key Activities Value Propositions Customer
Relationships
Customer
Segments
Revenue Streams
Channels
15
8. The
Business Model Canvas
helps you
create value for your business
The
Value Proposition Canvas
helps you
create value for your customer
zoom out
zoom in
The
External Environment
describes the space
where you create
13
9. The
Business Model Canvas
helps you
create value for your business
The
Value Proposition Canvas
helps you
create value for your customer
zoom out
zoom in
The
External Environment
describes the space
where you create
13
10. The
Business Model Canvas
helps you
create value for your business
The
Value Proposition Canvas
helps you
create value for your customer
zoom out
zoom in
The
External Environment
describes the space
where you create
13
11. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
it relevant to customers.
Manage the messy and non-linear
process of value proposition design and
reduce risk by systematically applying
adequate tools and processes.
Progres
10
12. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
it relevant to customers.
Manage the messy and non-linear
process of value proposition design and
reduce risk by systematically applying
adequate tools and processes.
Progres
10
1
13. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
it relevant to customers.
Manage the messy and non-linear
process of value proposition design and
reduce risk by systematically applying
adequate tools and processes.
Progres
10
1 2
14. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
it relevant to customers.
Manage the messy and non-linear
process of value proposition design and
reduce risk by systematically applying
adequate tools and processes.
Progres
10
1 2 3
15. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
it relevant to customers.
Manage the messy and non-linear
process of value proposition design and
reduce risk by systematically applying
adequate tools and processes.
Progres
10
1 2 3
17. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
customer
segments
18. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
customer
segments
value
proposition
19. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
customer
segments
value
proposition
distribution
channels
20. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
customer
segments
value
proposition
distribution
channels
customer
relationship
21. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
customer
segments
value
proposition
distribution
channels
customer
relationship
revenue streams
22. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
customer
segments
value
proposition
distribution
channels
customer
relationship
key
resources
revenue streams
23. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
customer
segments
value
proposition
distribution
channels
customer
relationship
key
activities
key
resources
revenue streams
24. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
customer
segments
value
proposition
distribution
channels
customer
relationship
key
activities
key
resources
key
partners
revenue streams
25. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
customer
segments
value
proposition
distribution
channels
customer
relationship
key
activities
key
resources
key
partners
revenue streamscost structure
28. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
HIGH-END
MACHINE TOOLS
29. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
BUILDERS
HIGH-END
MACHINE TOOLS
30. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
BUILDERS
SALES FORCE
HIGH-END
MACHINE TOOLS
31. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
BUILDERS
SALES FORCE
DIRECT 1-to-1
HIGH-END
MACHINE TOOLS
32. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
BUILDERS
SALES FORCE
DIRECT 1-to-1
HIGH-END
MACHINE TOOLS
TRANSACTIONAL
SALES
33. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
BUILDERS
SALES FORCE
DIRECT 1-to-1
HIGH-END
MACHINE TOOLS
TRANSACTIONAL
SALES
MANUFACTURINGPARTNERS
34. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
BUILDERS
SALES FORCE
DIRECT 1-to-1
HIGH-END
MACHINE TOOLS
TRANSACTIONAL
SALES
MANUFACTURINGPARTNERS
FACTORIES
35. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
BUILDERS
SALES FORCE
DIRECT 1-to-1
HIGH-END
MACHINE TOOLS
TRANSACTIONAL
SALES
MANUFACTURINGPARTNERS
FACTORIES
BRAND NAME
36. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
BUILDERS
SALES FORCE
DIRECT 1-to-1
HIGH-END
MACHINE TOOLS
TRANSACTIONAL
SALES
MANUFACTURINGPARTNERS
FACTORIES
BRAND NAME
38. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
tells the story of how
you create, deliver,
and capture value (for
your organization)
39. The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
zooming into the value proposition
40. Outcome
If a Pain reliever or Gain creator doesn't Fit
anything, it may not be creating customer
value. Don't worry if not all pains/gains are
checked – you can't satisfy them all. Ask
yourself, how well does your Value Proposi-
tion really fit your Customer?
71
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
zooming into the value proposition
41. Outcome
If a Pain reliever or Gain creator doesn't Fit
anything, it may not be creating customer
value. Don't worry if not all pains/gains are
checked – you can't satisfy them all. Ask
yourself, how well does your Value Proposi-
tion really fit your Customer?
71
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
designed by: Business Model Foundry GmbH, Switzerland
www.businessmodelgeneration.com
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License. To view a copy of this license, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA. strategyzer.com
zooming into the value proposition
47. The set of value proposition benefits that you design to attract customers.
Create Observe
The set of customer characteristics that you assume, observe, and verify in the market.
Fit
customer profilevalue map
48. The set of value proposition benefits that you design to attract customers.
Create Observe
The set of customer characteristics that you assume, observe, and verify in the market.
Fit
Outcome
If a Pain reliever or Gain cre
anything, it may not be cre
value. Don't worry if not all
checked – you can't satisfy
yourself, how well does you
tion really fit your Custome
customer profilevalue map
49. The set of value proposition benefits that you design to attract customers.
Create Observe
The set of customer characteristics that you assume, observe, and verify in the market.
Fit
Outcome
If a Pain reliever or Gain cre
anything, it may not be cre
value. Don't worry if not all
checked – you can't satisfy
yourself, how well does you
tion really fit your Custome
customer profilevalue map
50. The set of value proposition benefits that you design to attract customers.
Create Observe
The set of customer characteristics that you assume, observe, and verify in the market.
Fit
Outcome
If a Pain reliever or Gain cre
anything, it may not be cre
value. Don't worry if not all
checked – you can't satisfy
yourself, how well does you
tion really fit your Custome
customer profilevalue map
tells the story of how
you create value for
your customer
55. customer jobs
what customers are
trying to get done
in their work and in
their lives
Job
Custo
conte
may
exam
when
are d
kids i
* The “
Job
It is im
not a
tance
impo
life b
ing to
signifi
insign
other
find a
or be
felt o
often
when
conse
72. l
r
Customers expect and desire a lot from products
and services. Yet, they also know they can’t have
it all. Focus on those gains that matter most to
customers and make a difference.
Customers have a lot of pains. No organization
can reasonably address all of them. Focus on
those “headaches” that matter most and are
insufficiently addressed.
Your
jury
valu
merc
Are you
addressing
essential
customer
gains?
Are you
addressing
extreme
customer
pains?
Fit
適応
73. l
r
Customers expect and desire a lot from products
and services. Yet, they also know they can’t have
it all. Focus on those gains that matter most to
customers and make a difference.
Customers have a lot of pains. No organization
can reasonably address all of them. Focus on
those “headaches” that matter most and are
insufficiently addressed.
Your
jury
valu
merc
Are you
addressing
essential
customer
gains?
Are you
addressing
extreme
customer
pains?
Fit
UPFRONT
INVESTMENT BROKEN
TOOLS
THEFT
DELAYS
PENALTY
COSTS
STRESS
TROUVER
EXÉCUTER
CONTRATS
RESPECTER
DÉLAIS
ACCESS TO
NEWEST TOOLS
SAFETY
PROFITABLE
CONTRACTS
PREDICTABLE
COSTS
100%
UPTIME
NO COST FOR
REPAIR AND
REPLACEMENT
ONLINE FLEET
MANAGEMENT
SYSTEM
SOUND COST
MANAGEMENT
ACCESS TO
MODERN FLEET
FLEET
PLANNING
SCHEDULE
IMMEDIATE TOOLREPLACEMENT
SUBSCRIPTION
76. rching for Fit
1Problem-Solution Fit
2Product-Market Fit
3Business Model FitThree kinds of fit
Understanding customers
Design value propositions
77. rching for Fit
1Problem-Solution Fit
2Product-Market Fit
3Business Model FitThree kinds of fit
Understanding customers
Design value propositions
Find the right business model
89. Cost Structure
Key Partnerships
Key Resources Channels
Key Activities Value Propositions Customer
Relationships
Customer
Segments
Revenue Streams
A Movie Theatre’s Business Model
Movie
distributors Run facilities
Immersive
storytelling
experience
Mass market
Theatres
Online
ticketing
Ticket sales
Food & drinks
(margins)
Movie goers
Display
equipmemt
Staff
Rent
Food
distributors
Theatres
(good
location)
Movie rights
Food &
drinks
Source
movies
Going to the Movies
Let us walk through the concepts of the Value Proposition
Canvas with another simple example. Imagine the owner of
a movie theater chain wants to design new value proposi-
tions for his customers.
What drives the movie goer?
comfortable
haven't spent
much money
friends'
reviews not having
missed
something
feeling
included in
the storyorganized
everything in
advance
share with
someone relax
escape real
life
long
commute
get
entertained
learn from
another
place
expensivecrowded,
long queues
story too
complex bad parking
no convenient
show times
hurts my
eyes
waste of
time
limited
options
not able
to get
babysitter
What should the new value
proposition look like?
He could start with
tures and get exci
of big screens, sta
gies, tasty snacks
riences, etc. But of
if customers care
better understand
Traditionally he
graphic profiles of
this time he decide
segmentation with
a customer’s jobs,
?
78
CONCEPT1.3
78
In our ex
in which our movie goer finds
herse
ma
Add contextu
customer profi
The
designing v
90. The kids’ afternoon off Date night
affordable
for group
2 hrs = right
length of
time
kids are
happy and
calm
safe
environment
both enjoyed
moment
leads to
great
conversation
noise in the
room
manage kids
attention
not all kids
are happy
waiting in line
not able to
get babysit-
ter
not intimate
enough
occupy kids
share
moment of
fun
connect with
each other
relax
during busy
weekend
When? Wednesday afternoon When? Saturday evening When? Any time
Personal research
visual story
is easy to
remember
can consult
internet for
more info
lack of light
to take notes
can't capture
and share
can't control
speed
too shallow
for serious
learning
deepen
expertise
show off
knowledge
with friends
accurate
story
91. The kids’ afternoon off Date night
affordable
for group
2 hrs = right
length of
time
kids are
happy and
calm
safe
environment
both enjoyed
moment
leads to
great
conversation
noise in the
room
manage kids
attention
not all kids
are happy
waiting in line
not able to
get babysit-
ter
not intimate
enough
occupy kids
share
moment of
fun
connect with
each other
relax
during busy
weekend
When? Wednesday afternoon When? Saturday evening When? Any time
Personal research
visual story
is easy to
remember
can consult
internet for
more info
lack of light
to take notes
can't capture
and share
can't control
speed
too shallow
for serious
learning
deepen
expertise
show off
knowledge
with friends
accurate
story
92. The kids’ afternoon off Date night
affordable
for group
2 hrs = right
length of
time
kids are
happy and
calm
safe
environment
both enjoyed
moment
leads to
great
conversation
noise in the
room
manage kids
attention
not all kids
are happy
waiting in line
not able to
get babysit-
ter
not intimate
enough
occupy kids
share
moment of
fun
connect with
each other
relax
during busy
weekend
When? Wednesday afternoon When? Saturday evening When? Any time
Personal research
visual story
is easy to
remember
can consult
internet for
more info
lack of light
to take notes
can't capture
and share
can't control
speed
too shallow
for serious
learning
deepen
expertise
show off
knowledge
with friends
accurate
story
93. The kids’ afternoon off Date night
affordable
for group
2 hrs = right
length of
time
kids are
happy and
calm
safe
environment
both enjoyed
moment
leads to
great
conversation
noise in the
room
manage kids
attention
not all kids
are happy
waiting in line
not able to
get babysit-
ter
not intimate
enough
occupy kids
share
moment of
fun
connect with
each other
relax
during busy
weekend
When? Wednesday afternoon When? Saturday evening When? Any time
Personal research
visual story
is easy to
remember
can consult
internet for
more info
lack of light
to take notes
can't capture
and share
can't control
speed
too shallow
for serious
learning
deepen
expertise
show off
knowledge
with friends
accurate
story
94. movie
website
big screen
& surround
sound
ideal for
conversation
ideal for
conversation
home
comfort
intellectually
stimulating
instant
access
no babysitter
needed
intimate
setting
choose time
to go
stress relief
duo seats
advanced
online
booking
home
comfort
largest
library
instant
access
movies on big
screen
movie home
rentals
dinner in
town
spa for
couples
online visual
art exhibit
Open slot for which
potentially very different
value propositions are
competing.
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other
control of
experience
83
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other
95. movie
website
big screen
& surround
sound
ideal for
conversation
ideal for
conversation
home
comfort
intellectually
stimulating
instant
access
no babysitter
needed
intimate
setting
choose time
to go
stress relief
duo seats
advanced
online
booking
home
comfort
largest
library
instant
access
movies on big
screen
movie home
rentals
dinner in
town
spa for
couples
online visual
art exhibit
Open slot for which
potentially very different
value propositions are
competing.
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other
control of
experience
83
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other
96. movie
website
big screen
& surround
sound
ideal for
conversation
ideal for
conversation
home
comfort
intellectually
stimulating
instant
access
no babysitter
needed
intimate
setting
choose time
to go
stress relief
duo seats
advanced
online
booking
home
comfort
largest
library
instant
access
movies on big
screen
movie home
rentals
dinner in
town
spa for
couples
online visual
art exhibit
Open slot for which
potentially very different
value propositions are
competing.
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other
control of
experience
83
both enjoyed
moment
leads to
great
conversation
waiting in line
not able to
get babysit-
ter not intimate
enough
share
moment of
fun
connect with
each other
101. 3D printing
My Product
ue proposition
Landing page
$1’150
luding a
130
3
Prototype
»
OnlineVideo
Wizard of Oz
n
Product box
Prototypes (MVP)
ctions
concept car
104. The
Business Mod
helps you
create value f
The
Value Propos
helps you
create value f
zoom out
zoom in
The
External Envi
describes the
where you cre
Tools
Where to start
105. Cost Structure
Key Partnerships
Key Resources
Key Activities Value Propositions
e
ition
ype
Channels
Customer
Relationships
Customer
Segments
Revenue Streams
3. adj
technolo
(and resour
ne
Market
Start from a manifes
proposition. In simple
Learn what techn
proposition prototyp
gains. Redesign your
solution to address c
build, measure, learn
. “Push”
value prop-
ess, while
stomer job,
nts many
both as a
d context.
or which you
in, and gain. In
r invention,
d customer
til you find
n circle on
technological
resources
Push vs Pull
106. Cost Structure
Key Partnerships
Key Resources
Key Activities Value Propositions
e
ition
ype
Channels
Customer
Relationships
Customer
Segments
Revenue Streams
3. adj
technolo
(and resour
ne
Market
Start from a manifes
proposition. In simple
Learn what techn
proposition prototyp
gains. Redesign your
solution to address c
build, measure, learn
. “Push”
value prop-
ess, while
stomer job,
nts many
both as a
d context.
or which you
in, and gain. In
r invention,
d customer
til you find
n circle on
technological
resources
Technology
1. solution
(invention, innovation, technology)
2. value
proposition
prototype
3. customer
insights
build
measure
learn
FIND A
PROBLEM
jobs, pains, gains
for starting from a manifest customer job, pain, or gain.
These are two common starting points of many which we
outlined previously p. ## →. Consider both as a viable option
depending on your preferences and context.
Technology Push
Start from an invention, innovation or (technological) resource for which you
develop a value proposition that addresses a customer job, pain, and gain. In
simple terms this is a solution in search of a problem.
Explore value proposition prototypes that are based on your invention,
innovation or (technological) resource with potentially interested customer
segments. Design a dedicated value map for each segment until you find
problem-solution fit. (Read more about the build, measure, learn circle on
page xxx).
114114
Push vs Pull
107. Cost Structure
Key Partnerships
Key Resources
Key Activities Value Propositions
e
ition
ype
Channels
Customer
Relationships
Customer
Segments
Revenue Streams
3. adj
technolo
(and resour
ne
Market
Start from a manifes
proposition. In simple
Learn what techn
proposition prototyp
gains. Redesign your
solution to address c
build, measure, learn
. “Push”
value prop-
ess, while
stomer job,
nts many
both as a
d context.
or which you
in, and gain. In
r invention,
d customer
til you find
n circle on
technological
resources
Push vs PullMarket
1. problem
(jobs, pains, gains)
2. value
proposition
prototype
3. adjust
technology
(and resource)
needs
FIND A
SOLUTION
build
measure
learn
Market Pull
Start from a manifest customer job, pain, or gain for which you design a value
proposition. In simple terms this is a problem in search of a solution.
Learn what technologies and other resources are required for each value
proposition prototype designed to address manifest customer jobs, pains, and
gains. Redesign your value map and adjust resources until you find a viable
solution to address customer jobs, pains, and gains. (Read more about the
build, measure, learn circle on page xxx).
108. I never perfected an invention
that I did not think about in
terms of the service it might
give others... I find out what
the world needs, then I
proceed to invent …
– Thomas Edison
”
“
114. Google Keyword Planner
Learn what’s popular with potential
customers by finding the top five
search terms related to your idea.
How often are they searched for?
Google Trends
Compare three search terms repre-
senting three different trends related
to your idea.
3rd Party Research Reports
Identify three readily available
research reports that can serve you
as a starting point to prepare your
own customer and value proposition
research
Government Census Data,
Worldbank, IMF & more
Identify the (government) data that’s
relevant to your idea and at your
fingertips via the Web.
128128
Google Trends
Google Keyword Planner
Misc. data
Research reports
The data detective
115. Social Media Analytics
Existing companies and brands should:
Identify the shakers and movers
related to their brand on social
media.
Spot the ten most frequently
mentioned positive and negative
things said about them on social
media?
Customer Relationships (CRM)
List the top three questions,
complaints, and requests that you
are getting from your daily interac-
tions with customers (e.g. support)
Tracking Customers on your Website
List the top three ways customer reach
your site (e.g. search, referrals, etc.).
Find the ten most and least popular
destinations on your website.
Data Mining
Existing company should mine their
data to:
Identify three patterns that could be
useful to their new idea.
Predictive Analytics: The Power to Predict Who Will Click, Buy, Lie, or Die, Siegel & Davenport (20
Social media analytics
Customer Relationships
Tracking customers on your
website
Data mining
116. terview Your Customers
in insights relevant to your context.
ue Proposition Canvas to prepare interviews and
ss of information that will be coming
u during the interviews process.
Customer Profile
Sketch out the
jobs, pains and
gains you believe
characterize the
customer you are
targeting. Rank
jobs, pains, and
gains in order of
importance.
Interview Outline
Ask yourself what
you want to learn?
Derive the interview
questions from your
customer profile.
Ask about the most
important jobs, pains,
and gains
10 x1
2
Conduct Interview
Conduct the inter-
view by following the
interview ground rules
outlined on the next
spread.
interviews
Capture
Map out the jobs,
pains, and gains you
Make sure you also
capture business
Search for Patterns
Can you discover simi-
lar jobs, pains, and
Wh
a
y
3
4
Synthesize
Make
synthesized customer
profile for ever
customer segment
that emerges from
all your interviews.
Write down
import
sticky
6
7
Review Interview
Assess if you need to
review the interview
51
Customer
profile
2
Interview
outline
3
Conduct
interview
4
Capture
5
Review
interview
6
Search
for patterns
The journalist
117. B2C: Family Homestay
Stay at one of your potential customers’ home for
several days and live with the family. Participate in
daily routines. Learn. What drives them?
B2B: Work Alongside/Consult
Spend time working with or alongside (potential)
customers (e.g. in a consulting engagement).
B2C: Shadow your customers for
Be your (potential) customer’s shadow
them for a day. Write down all the jobs, p
gains you observe. Time stamp them. S
Learn.
B2C: Observe Shopping Behavior
Be your (potential) customer’s shadow
B2C: Family home stay
B2B: Work along side
B2C: Shadow your
customer for a day
B2C: Observe
shopping behaviour
The anthropologist
119. Questions
Is it embedded in a
great business model?
Does it focus on the
most important jobs,
most extreme pains,
and most essential
gains?
Does it focus on unsat-
isfied jobs, unresolved
pains, and unrealized
gains?
Does it concentrate on
only a few pain relievers
and gain creators but
does those extremely
well?
Does it address func-
tional, emotional, and
social jobs all together?
1 2 3 4 51 2 3 4 5
120. Does it align with how
customers measure
success?
Does it focus on jobs,
pains, or gains that a
large number of cus-
tomers have, or for
which a small number
are willing to pay a lot
of money?
Does it differentiate
from competition in a
meaningful way?
Does it outperform
competition substan-
tially on at least one
dimension?
Is it difficult to copy?
6 7 8 9 10
121. Jobs Important Tangible Unsatisfied Lucrative High-value jobs
= 9
= 7
create
value for
corporation
design IT
strategy
Scoring scale: (low) to (high)
Does failing the job
lead to extreme pains?
Does failing the job
lead to missing out on
essential gains?
Can you feel the pain?
Can you see the gain?
Are there unresolved
pains?
Are there unrealized
gains?
Are there many with
this job, pain, or gain?
Are there few willing
to pay a lot?
Focus on the highest
value jobs and related
pains and gains.
Based on initial work by consultancy, Innosight.
Scoring
122. VP Design com
well to MOOCs
executive educ
It performs sim
to the
a much
point.
factors o
progression
path to
expertise
applicable
tools
custom
learning
through easy
navigation
reputation/
brand
free
Compare with competitors
strategy canvas
126. ?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value around this
particular customer
value proposition.
Zoom in to the
detailed picture to
investigate if the
customer value
proposition in your
business model
really creates value
for your customer.
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
describes
how you
create value
for your
customer
describes
how you
create value
for your
business
Back and forth
127. ?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value around this
particular customer
value proposition.
Zoom in to the
detailed picture to
investigate if the
customer value
proposition in your
business model
really creates value
for your customer.
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
describes
how you
create value
for your
customer
describes
how you
create value
for your
business
Back and forth
128. ?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value around this
particular customer
value proposition.
Zoom in to the
detailed picture to
investigate if the
customer value
proposition in your
business model
really creates value
for your customer.
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
describes
how you
create value
for your
customer
describes
how you
create value
for your
business
Back and forth
130. ?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value around this
particular customer
value proposition.
Zoom in to the
detailed picture to
investigate if the
customer value
proposition in your
business model
really creates value
for your customer.
Are you creating value for your business?
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
The Value Proposition Canvas makes explicit how
you are creating value for your customers.
131. ?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value around this
particular customer
value proposition.
Zoom in to the
detailed picture to
investigate if the
customer value
proposition in your
business model
really creates value
for your customer.
Are you creating value for your business?
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
The Value Proposition Canvas makes explicit how
you are creating value for your customers.
136. ?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value around this
particular customer
value proposition.
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
a business model or
a value proposition
might look great
on paper...
137. ?
?
?
?
? ?
?
+Zoom-Zoom
Zoom out to the
bigger picture to
analyze if you can
profitably create,
deliver, and capture
value around this
particular customer
value proposition.
The Business Model Canvas makes explicit how you
are creating and capturing value for your business.
Are you creating value for your customer?
but really it’s
a set of hypotheses
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
HYPOTHESIS
147. Business Model Canvas
Cost Structure
Key Partnerships
Key Resources Channels
Key Activities Value Propositions Customer
Relationships
Customer
Segments
Revenue Streams
15
Provide evidence
showing that the way
you intend to create,
deliver, and capture
value is likely to work
Testing the rectangle
148. Business Model Canvas
Cost Structure
Key Partnerships
Key Resources Channels
Key Activities Value Propositions Customer
Relationships
Customer
Segments
Revenue Streams
15
PARTNERS
CONSTRUCTION
COMPANY CEO
LARGE LONG-TERM
CONTRACTS
ONLINE FLEET
MANAGEMENT
SYSTEM
SERVICE FLEET
INVENTORY
157. What people say, and
what people do
are two different things
keep in mind …
158. What people say, and
what people do
are two different things
keep in mind …
159. What people say, and
what people do
are two different things
keep in mind …
160. …interest
Prove th
genuine
Show th
to get them to perform
service (e.g. em
makers
…priorities a
Show which jobs, p
customer and p
they value least. Provide evidence th
features of your val
what really matters to them
…willingness to pay
Provide evidence that potenti
interested enough in the features of
osition to pay. Deliver facts tha
their money where their mouth is.
interest and relevance
priorities and preferences
willingness to pay
Produce evidence with a call-to-action
161. strategyzer.com
Gain Creators
Pain Relievers Pains
Gains
Products
& Services
Customer
Job(s)
The Value Proposition Canvas
Value Proposition Customer Segment
strategyzer.comThe makers of Business Model Generation and Strategyzer
Copyright Business Model Foundry AG
What needs to be true
for a feature to work
and create value? ->
Hypotheses
SAVE 20% ON
SALES PROCESS
163. customer segment X wants to
save 20% on sales process
talk to 40 potential customers and give
them a trackable link with more information
164. customer segment X wants to
save 20% on sales process
how many of the interviewees
clicked on the follow-up link
talk to 40 potential customers and give
them a trackable link with more information
165. customer segment X wants to
save 20% on sales process
how many of the interviewees
clicked on the follow-up link
50% clicked the link
talk to 40 potential customers and give
them a trackable link with more information
167. A mix of experiments
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customers
Learn how many and how much
Lab studies
Learning prototype/MVP → p. 222
Life-size prototypes → p. 226
Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
Mock sales → p. 236
Pre sales → p. 237
Crowdfunding → p. 237
Tracking actions
Ad and link tracking → p. 220
Landing page → p. 228
Split testing → p. 230
Participatory design
and evaluation
Illustrations, storyboards,
and scenarios → p. 224
Speedboat → p. 233
Product box → p. 234
Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHATCUSTOMERSDO
Observetheirbehaviors
WHATCUSTOMERSSAY
Observetheirattitudes
168. A mix of experiments
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customers
Learn how many and how much
Lab studies
Learning prototype/MVP → p. 222
Life-size prototypes → p. 226
Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
Mock sales → p. 236
Pre sales → p. 237
Crowdfunding → p. 237
Tracking actions
Ad and link tracking → p. 220
Landing page → p. 228
Split testing → p. 230
Participatory design
and evaluation
Illustrations, storyboards,
and scenarios → p. 224
Speedboat → p. 233
Product box → p. 234
Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHATCUSTOMERSDO
Observetheirbehaviors
WHATCUSTOMERSSAY
Observetheirattitudes
169. A mix of experiments
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customers
Learn how many and how much
Lab studies
Learning prototype/MVP → p. 222
Life-size prototypes → p. 226
Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
Mock sales → p. 236
Pre sales → p. 237
Crowdfunding → p. 237
Tracking actions
Ad and link tracking → p. 220
Landing page → p. 228
Split testing → p. 230
Participatory design
and evaluation
Illustrations, storyboards,
and scenarios → p. 224
Speedboat → p. 233
Product box → p. 234
Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHATCUSTOMERSDO
Observetheirbehaviors
WHATCUSTOMERSSAY
Observetheirattitudes
170. A mix of experiments
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customers
Learn how many and how much
Lab studies
Learning prototype/MVP → p. 222
Life-size prototypes → p. 226
Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
Mock sales → p. 236
Pre sales → p. 237
Crowdfunding → p. 237
Tracking actions
Ad and link tracking → p. 220
Landing page → p. 228
Split testing → p. 230
Participatory design
and evaluation
Illustrations, storyboards,
and scenarios → p. 224
Speedboat → p. 233
Product box → p. 234
Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHATCUSTOMERSDO
Observetheirbehaviors
WHATCUSTOMERSSAY
Observetheirattitudes
171. A mix of experiments
Scientist
DIRECT CONTACT with customers
Learn why and how to improve
INDIRECT OBSERVATION of customers
Learn how many and how much
Lab studies
Learning prototype/MVP → p. 222
Life-size prototypes → p. 226
Wizard of Oz → p. 223
Anthropologist → p. 114
For field studies
Sale actions
Mock sales → p. 236
Pre sales → p. 237
Crowdfunding → p. 237
Tracking actions
Ad and link tracking → p. 220
Landing page → p. 228
Split testing → p. 230
Participatory design
and evaluation
Illustrations, storyboards,
and scenarios → p. 224
Speedboat → p. 233
Product box → p. 234
Buy a feature → p. 235
Journalist → p. 110
For interviews
Detective → p. 108
For data analysis
WHATCUSTOMERSDO
Observetheirbehaviors
WHATCUSTOMERSSAY
Observetheirattitudes
178. Idea Designed Customer Assumptions Validated
Problem Solution Fit
Value Proposition Validated
Product Market Fit
Interest
Validated
Business Model and
Value Proposition
Prototyped
Assesed with
Competitors
Preference
Validated
Willingness to
pay Validated
Business Model
Validated
Business Model Fit
Business Model
Monitoring
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building 269
Measure your progress
179. Idea Designed Customer Assumptions Validated
Problem Solution Fit
Value Proposition Validated
Product Market Fit
Interest
Validated
Business Model and
Value Proposition
Prototyped
Assesed with
Competitors
Preference
Validated
Willingness to
pay Validated
Business Model
Validated
Business Model Fit
Business Model
Monitoring
Customer
Discovery
Customer
Validation
Customer
Creation
Company
Building 2691 2 3 4 5 6 7 8 9
Steve Blank
Measure your progress
180. Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
Test Card
We believe that
Test Name
Assigned to
Deadline
Duration
And measure
To verify that, we will
We are right if
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Test Cost: Data Reliability:
Critical:
Time Required:
invalidated
backlog build measure learn done
learn more
validated
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
Learning Card
We believed that
step 1: hypothesis
Insight Name
Person Responsible
Date of Learning
From that we learned that
step 3: learnings and insights
We observed
step 2: observation
Therefore we will
step 4: decisions and actions
The makers of Business Model Generation and StrategyzerCopyright Business Model Foundry AG
Data Reliability:
Action Required:
back to the drawing
board: iterate or pivot
your design
advance to next step:
move on in your quest to
turn your idea into reality
3
Tests
Test CardLearning
Card
Learning
Card
Learning
Card
Learning
Card
Learning
Card
Learning
Card
Learning
Card
Test Card
Test Card
Test Card
Test Card Test Card
Test Card
Test Card
Test Card
Test Card
Test Card
Test Card
4
Insights
& Actions
5
Measure Progress
2
Hypotheses
1 (5)
(re)Shape your
ideas
Progress board
(Kanban)
181. The Progress Board
Business
Hypotheses
!
!
!
!
!
Test: Backlog Test: Build
Invalidated
Unclear Results
Validated
Test: Measure Test: Learn Progress
copyright: Strategyzer AG
The makers of Business Model Generation and Strategyzer strategyzer.com
21 43
List the key assumptions that need to be
true for your idea to work. Prioritize the most
critical ones that could kill your business.
The tests and experiments that
you intend to perform
The tests and experiments that are
being planned, designed, or built.
The tests and experiments that are
currently running and collecting data.
The tests and experiments that were
executed, collected data, and are
ready to be analyzed.
Your validation criteria step-by-step.
Back to the drawing board
Iterate or Pivot your design
Design another test, and
learn more before making a decision
Advance to the next step,
move on in your quest to make ideas reality
?
185. Reinvent Yourself Constantly
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
models? Do those changes offer an
opportunity to explore new possibil-
ities or could they be a threat that
might disrupt you?
Is your business model expiring
you need to add new resource
activities? Do the existing ones
opportunity to expand your bu
model? Could you bolster your
business model or should you
completely new ones? Is your b
model portfolio fit for the futur
Continuously
ask
yourself…
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
Is your business model expiring? Do
you need to add new resources or
activities? Do the existing ones offer an
opportunity to expand your business
model? Could you bolster your existing
Today’s enterprise must be agile and
develop what Columbia Business
School Professor Rita McGrath calls
transient advantages in her book The
End of Competitive Advantage. She
to remember when you build transient
:
e exploration of new value
tions and business models
seriously as the execution of
ones.
n continuously experimenting
w value propositions and busi-
odels rather than making big
certain bets.
nt yourself while you are
sful; don’t wait for a crisis to
ou to.
w ideas and opportunities as
s to energize and mobilize
ees and customers rather
risky endeavor.
stomer experiments as a yard-
judge new ideas and oppor-
rather than the opinions of
Continuously
ask
yourself…
267
STRATEGYZER.COM/VPD/EVOLVE
186. Reinvent Yourself Constantly
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
models? Do those changes offer an
opportunity to explore new possibil-
ities or could they be a threat that
might disrupt you?
Is your business model expiring
you need to add new resource
activities? Do the existing ones
opportunity to expand your bu
model? Could you bolster your
business model or should you
completely new ones? Is your b
model portfolio fit for the futur
Continuously
ask
yourself…
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
Is your business model expiring? Do
you need to add new resources or
activities? Do the existing ones offer an
opportunity to expand your business
model? Could you bolster your existing
Today’s enterprise must be agile and
develop what Columbia Business
School Professor Rita McGrath calls
transient advantages in her book The
End of Competitive Advantage. She
to remember when you build transient
:
e exploration of new value
tions and business models
seriously as the execution of
ones.
n continuously experimenting
w value propositions and busi-
odels rather than making big
certain bets.
nt yourself while you are
sful; don’t wait for a crisis to
ou to.
w ideas and opportunities as
s to energize and mobilize
ees and customers rather
risky endeavor.
stomer experiments as a yard-
judge new ideas and oppor-
rather than the opinions of
Continuously
ask
yourself…
267
STRATEGYZER.COM/VPD/EVOLVE
187. Reinvent Yourself Constantly
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
models? Do those changes offer an
opportunity to explore new possibil-
ities or could they be a threat that
might disrupt you?
Is your business model expiring
you need to add new resource
activities? Do the existing ones
opportunity to expand your bu
model? Could you bolster your
business model or should you
completely new ones? Is your b
model portfolio fit for the futur
Continuously
ask
yourself…
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
Is your business model expiring? Do
you need to add new resources or
activities? Do the existing ones offer an
opportunity to expand your business
model? Could you bolster your existing
Today’s enterprise must be agile and
develop what Columbia Business
School Professor Rita McGrath calls
transient advantages in her book The
End of Competitive Advantage. She
to remember when you build transient
:
e exploration of new value
tions and business models
seriously as the execution of
ones.
n continuously experimenting
w value propositions and busi-
odels rather than making big
certain bets.
nt yourself while you are
sful; don’t wait for a crisis to
ou to.
w ideas and opportunities as
s to energize and mobilize
ees and customers rather
risky endeavor.
stomer experiments as a yard-
judge new ideas and oppor-
rather than the opinions of
Continuously
ask
yourself…
267
STRATEGYZER.COM/VPD/EVOLVE
188. Reinvent Yourself Constantly
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
models? Do those changes offer an
opportunity to explore new possibil-
ities or could they be a threat that
might disrupt you?
Is your business model expiring
you need to add new resource
activities? Do the existing ones
opportunity to expand your bu
model? Could you bolster your
business model or should you
completely new ones? Is your b
model portfolio fit for the futur
Continuously
ask
yourself…
What elements in your environment
are changing? What do market, tech-
nology, regulatory, macroeconomic,
or competitive changes mean for
your value propositions and business
Is your business model expiring? Do
you need to add new resources or
activities? Do the existing ones offer an
opportunity to expand your business
model? Could you bolster your existing
Today’s enterprise must be agile and
develop what Columbia Business
School Professor Rita McGrath calls
transient advantages in her book The
End of Competitive Advantage. She
to remember when you build transient
:
e exploration of new value
tions and business models
seriously as the execution of
ones.
n continuously experimenting
w value propositions and busi-
odels rather than making big
certain bets.
nt yourself while you are
sful; don’t wait for a crisis to
ou to.
w ideas and opportunities as
s to energize and mobilize
ees and customers rather
risky endeavor.
stomer experiments as a yard-
judge new ideas and oppor-
rather than the opinions of
Continuously
ask
yourself…
267
STRATEGYZER.COM/VPD/EVOLVE
190. zoom out
zoom in
Canvas Design
Search Post-SearchTools
Test Evolve
The Tools and Process of
Value Proposition Design
The heart of Value Proposition Design is about appl
Tools to the messy Search for value propositions th
customers want and then keeping them aligned wit
customers want in Post-Search.
Value Proposition Design shows you how to use the
Proposition Canvas to Design and Test great value
sitions in an iterative search for what customers wa
proposition design is a never-ending process in whic
need to Evolve your value proposition(s) constantly
it relevant to customers.
Manage the messy and non-linear
process of value proposition design and
reduce risk by systematically applying
adequate tools and processes.
Progres
10
1 2 3
191. A great value proposition
lives in a sustainable and
profitable business model
1
192. A great value proposition
starts with a deep
understanding of customers
2
193. Creating great value propositions
and profitable business models
requires a design mindset …
3