1. What is the Value of a
Value Proposition?
By:
Jeremi Bauer
2. Agenda
Intro
What is a value proposition?
Why do I need one?
A 10 step discovery process
How do I test it?
3. Intro
One of the most misunderstood topics in marketing
Most would say they have a general idea of what a
VP is
Most would say they have a VP
4. What is a Value Proposition?
A value proposition is generally a clear and succinct statement
(e.g., 2-4 sentences) that outlines to potential clients and
stakeholders a company's (or individual's or group's) unique
value-creating features.
A value proposition is a clear statement of the tangible results
a customer gets from using your products or services.
A value proposition is an offer to some entity or target in which
they (the possessor) get more than they give up (merit or
utility), as perceived by them.
A value proposition is the basic reasoning for why people
should consider your product or service.
Describes what you do in terms of tangible business results. It
draws interest and shares a success story within a few words.
5. Examples:
It’s the most technologically advanced and robust
system on the market
We improve communication and morale
We offer training classes in a wide variety of areas
My product was rated the best-in-class by leading
authorities
6. Our clients grow their business, large or small,
typically by a minimum of 30-50% over the previous
year. They accomplish this without working 80 hour
weeks and sacrificing their personal lives.
7. Why do you need a Value
Proposition?
A strong VP will help you break through the clutter
and get the prospect’s attention
Many are trying to use heavy force of marketing to
overcome the weak force of their VP
8. A Value Prop statement
must contain
Describe "What" we provide
Answer "So what?"
Quantify "How much"
Provide Proof
9. Success Formula
S = 2V + C + P
S = prob of success
V = VP
C = marketing channel (amount of cost effective
traffic)
P = Presentation of your offer (funnel)
11. 10 Step Process
1. Start with core competencies
2. Study your customers
3. Turn core competencies into values
4. Study the competition
5. Look at trends in your industry
6. Articulate or define the company vision
7. Identify one core value
8. Build a value chain
9. Articulate the value proposition
10. Test the value
12. 1. Start with core
competencies
What are you really good at?
A value proposition has to be what you do
and who you are. It can’t just be what you
want to be and what you say you are.
13. 2. Study your customers
Who are your top customers?
What problems do you solve for them?
What problems do they want solved?
Is there a new trend in any of your key customer
segments?
14. 3. Turn core competencies into
values
Ask yourself why someone should buy from you
instead of a competitor.
Using the language of your customers, refine your
core competencies as values.
If your answer is “best selection”, “best customer
service” or “fast shipping” your potential success
may be limited. These qualities do not make a
business unique.
15. 4. Study the competition
Choose 3 or 4 competitors and study how they
market their company and products
What is their value proposition?
Can they defend it?
Map their core competencies versus yours
16. 5. Look at trends in the
industry
Are things changing?
Can you take advantage of a trend and grab an
exciting position in the market?
Process fieldbus
Process safety
Wireless
Industrial security
17. 6. Articulate or define the company
vision
Product Leadership
Unique products & services
State-of-the-art features
Innovative solutions
Customer Intimacy
Quality relationships with customers
Offer “complete” solutions
Operational Excellence
Excel at attributes such as price, quality, delivery,
selection, availability, etc.
Reference: "The Discipline of Market Leaders", Michael Treacy and Fred Wiersema
18. 7. Identify one core value
A hiker cannot simultaneously go North, South
and West at the same time… It’s impossible.
Be decisive about which of the three you
choose
Sends a clear message to potential customers
as to why they should buy from you and to
employees as to what they should be doing.
Choosing makes a statement as to what your
structure, core competencies, business
process, and culture will look like, and provides
the customer profile upon which you can build a
well-constructed business strategy!
19. 8. Build a value chain
Determine whether you can support your top
value across every part of the company,
from product design to your channels for
delivery to your process for support.
Make sure to identify areas in your company
where you are weak, where you may break
the value chain.
Commit to beef up that area to support the
value.
20. 9. Articulate the value
proposition
Refine your value proposition until you can
articulate it in one sentence.
You should be able to communicate who your
customers are, what you provide to them and
why they buy from you.
You should develop a value proposition
statement that everyone in marketing will use as
the starting point for developing positioning or
messaging for products or services.
If you can, back up your assertion by
documenting what the customer saves or earns
by choosing you.
21. 10. Test the value
Test the final value proposition with customers to
see whether it resonates. As you go through this
process, continually ask yourself these questions:
Are you and your executives being honest, or are
your using wishful thinking when you list your core
values?
Can you defend the value? What are the proof
points?
Can you quantify the value to your customers?
22. References:
Jill Konrath, The Sideroad, www.sideroad.com
In search of a value proposition,
www.marketingexperiments.com
Notas del editor
METHODOLOGY: 1. Start with core competencies Develop a list of the internal capabilities your company has in developing your services or products. Make a list of the following: what you brought to market first, what you offer as the only provider to the market, and what makes your offering clearly superior to any alternative. You are looking for what makes your company unique. These are good differentiators and will help the process. 2. Study your customers. What problem do you solve for your customer? What problem do they want solved (which no one has fixed yet)? Is there a new trend in any of your key customer segments? 3. Turn core competencies into values. Using the language of your customers, redefine your core competencies as values. In other words, translate a technological advantage into a customer stated advantage. List proof points for each. 4. Study the competition. Choose only the top three or four competitors in your industry and look at the language they use to market their company and products. Determine what their value proposition is and whether you believe they can defend it (with proprietary technology, patents, monopoly market share, etc.). On a chart, map out their core competencies versus yours so that differentiation or sameness becomes apparent. 5. Look at trends in your industry. Is your industry old or new? Are things changing? Can you take advantage of a trend to get out in front and grab an exciting position in the market? 6. Articulate or define the company vision. Where will the company be in 3 years, 5 years, 10 years? The value proposition must align with the long-term strategy. 7. Identify one core value. Prioritize your core values. Determine which one of the top 3 values differentiates you from the competition. What is the one thing about you the customer should remember when he is ready to buy? List the proof points and how you can defend this position in the market. Decide whether you're willing to put the lion share of marketing dollars behind it to build your reputation in the market for that value. Remember, you can't be everything to everybody. Focus on one core value (or two at the most). 8. Build a value chain. Determine whether you can support your top value across every part of the company, from product design to your channels for delivery to your process for support. Make sure to identify areas in your company where you are weak, where you may break the value chain. Commit to beef up that area to support the value. 9. Articulate the value proposition. You should develop a value proposition statement that everyone in marketing will use as the starting point for developing positioning or messaging for products or services. If you can, back up your assertion by documenting what the customer saves or earns by choosing you. 10. Test the value. Test the final value proposition with customers to see whether it resonates. As you go through this process, continually ask yourself these questions: Are you and your executives being honest, or are your using wishful thinking when you list your core values? Can you defend the value? What are the proof points? Can you quantify the value to your customers? Don't be afraid to segment your audience.
Develop a list of the internal capabilities your company has in developing your services or products. Make a list of the following: what you brought to market first, what you offer as the only provider to the market, and what makes your offering clearly superior to any alternative. You are looking for what makes your company unique. These are good differentiators and will help the process.
What problem do you solve for your customer? What problem do they want solved (which no one has fixed yet)? Is there a new trend in any of your key customer segments?
Using the language of your customers, redefine your core competencies as values. In other words, translate a technological advantage into a customer stated advantage. List proof points for each.
Choose only the top three or four competitors in your industry and look at the language they use to market their company and products. Determine what their value proposition is and whether you believe they can defend it (with proprietary technology, patents, monopoly market share, etc.). On a chart, map out their core competencies versus yours so that differentiation or sameness becomes apparent.
Is your industry old or new? Are things changing? Can you take advantage of a trend to get out in front and grab an exciting position in the market?
Where will the company be in 3 years, 5 years, 10 years? The value proposition must align with the long-term strategy. Product Leadership: Ex. Microsoft, Intel, Harley, etc. Customer Intimacy: Customers that value intimate relationships tend to buy from them Don ’t try to be low price or most innovative Ex. Home depot, Nordstroms, IBM Operational Excellence Not big innovators or great customer service Ex. Hertz, FedEx, Wal-mart
Prioritize your core values. Determine which one of the top 3 values differentiates you from the competition. What is the one thing about you the customer should remember when he is ready to buy? List the proof points and how you can defend this position in the market. Decide whether you're willing to put the lion share of marketing dollars behind it to build your reputation in the market for that value. Remember, you can't be everything to everybody. Focus on one core value (or two at the most).
Determine whether you can support your top value across every part of the company, from product design to your channels for delivery to your process for support. Make sure to identify areas in your company where you are weak, where you may break the value chain. Commit to beef up that area to support the value.
You should develop a value proposition statement that everyone in marketing will use as the starting point for developing positioning or messaging for products or services. If you can, back up your assertion by documenting what the customer saves or earns by choosing you.
Test the final value proposition with customers to see whether it resonates. As you go through this process, continually ask yourself these questions: Are you and your executives being honest, or are your using wishful thinking when you list your core values? Can you defend the value? What are the proof points? Can you quantify the value to your customers?