Value Proposition Design simplifies complex ideas into quickly readable illustrations with only the most practical, important details. The result? You'll learn more. Use the online companion to design your Value Proposition and download tools, templates, and resources corresponding with different concepts in the book. Some material included with standard print versions of this book may not . a result, you will more effectively design value propositions and profitable business .
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Value Proposition Design book. Read reviews from the world's largest community for readers. If you liked Business Model Generation, you'll love Va. Value Proposition Design helps you tackle the core challenge of every business This highly practical book, paired with its online companion, will teach you the . tools/templates, posters and more. Note: To gain access to these exclusive online portions of Value Proposition. Design, you'll need to prove you own the book.
Yves Pigneur is a professor of management and information systems at the University of Lausanne, Greg Bernarda is a consultant and certified Strategyzer coach specialized in strategy and innovation, Trish Papadakos is a renowned designer and photographer.
Alexander Osterwalder is the lead author of the international bestseller Business Model Generation, passionate entrepreneur, and demanded speaker. He co-founded Strategyzer, a software company specializing in tools and content for strategic management and innovation.
Follow him online alexosterwalder. Yves Pigneur Dr. Yves Pigneur is co-author of Business Model Generation and a professor of management and information systems at the University of Lausanne. He has held visiting professorships in the United States, Canada, and Singapore. Yves is a frequent guest speaker on business models in universities, large corporations, entrepreneurship events, and international conferences.
New Book, Value Proposition Design: How to Create Products and Services Customers Want
Greg Bernarda Greg Bernarda is a thinker, creator and facilitator who supports individuals, teams and organizations with strategy and innovation. He works with inspired leaders to re design a future which employees, customers, and communities can recognize as their own. Greg is a frequent speaker; he co-founded a series of events on sustainability in Beijing; and is an advisor at Utopies in Paris. This may also Tip: Make pains concrete. Takes a lot of time, costs too much money, or requires substantial efforts?
Which features are they missing?
Are there performance issues that annoy them or malfunctions they cite? Do they understand how things work, have difficulties getting certain things done, or resist particular jobs for specific reasons?
Are they afraid of a loss of face, power, trust, or status? Are they afraid of financial, social, or technical risks, or are they asking themselves what could go wrong?
What are their big issues, concerns, and worries?
Are they using a solution the wrong way? Are there upfront investment costs, a steep learning curve, or other obstacles preventing adoption?
Some gains are required, These are gains that go beyond customer expec- expected, or desired by customers, and some tations and desires. Gains include functional up with them if you asked them.
Before Apple utility, social gains, positive emotions, and cost brought touch screens and the App Store to the savings. Essential work.
For example, the most basic expectation that we have from a smartphone is that we can - make a call with it. Expected gains These are relatively basic gains that we expect Tip: Make gains concrete. For example, we outcomes and benefits , you can design better desire smartphones to be seamlessly integrated gain creators in your value proposition.
Which savings in terms of time, money, and effort would they value? Which specific features do they enjoy? What performance and quality do they expect?
Could there be a flatter learning curve, more services, or lower costs of ownership? What makes them look good? What increases their power or their status?
Are they searching for good design, guarantees, specific or more features? What do they aspire to achieve, or what would be a big relief to them?
Value Proposition Design
How do they gauge performance or cost? Do they desire lower cost, less investment, lower risk, or better quality?These are quick and dirty prototypes that will change inevitably. Select a customer segment that you want to profile.
Could there be a flatter learning curve, more services, or lower costs of ownership?
Test 3. For example, use one that targets the customer segment you profiled in the previous exercise.
Understand your customers beyond your solution. Pain relievers and gain creators are distinctly different from pains and gains.
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