Many products and services fail miserably, because of not solving a customer problem. What makes an offering appealing, is a perceivable (added) value for the user.
The (added) value proposition is an information about the value, a product or service offers after purchase, during it's use.
This talk illustrates, how to make sure that an offering is solving an actual customers' problem and how to make this feature perceivable to customers: by using a solid value proposition.
(Added) Value Proposition (english) #WirVsVirusBenno Lœwenberg
Many products and services fail miserably, because of not solving a customer problem. What makes an offering appealing, is a perceivable (added) value for the user.
The (added) value proposition is an information about the value, a product or service offers after purchase, during it's use.
This talk illustrates, how to make sure that an offering is solving an actual customers' problem and how to make this feature perceivable to customers: by using a solid value proposition.
(Added) Value Proposition (deutsch) #WirVsVirusBenno Lœwenberg
Viele Produkte und Services scheitern krachend, da sie kein Kundenproblem lösen. Was ein Produkt oder eine Dienstleistung attraktiv macht, ist ein erkennbarer (Mehr)Wert für den Anwender.
Das (Mehr)Wertangebot oder Nutzenversprechen ist die Information über jenen Nutzen, den ein Produkt oder Service nach dem Kauf während des Gebrauchs bietet.
Dieser Vortrag zeigt, wie man sicher stellt dass ein Angebot ein tatsächliches Kundenproblem löst und man diese Eigenschaft für potentielle Kunden wahrnehmbar machen kann: mittels einer soliden Value Proposition.
Human-Centered Design for Startups (english) #GoogleLaunchpad #StartupWiseGuysBenno Lœwenberg
The majority of startups and projects fails. Ignoring the users is one of the top reasons for it. Which leads to offerings that do not serve an actual need or provide a bad user experience – at best.
This talk sheds a light on human-centered design and methods to apply that mindset to solve real peoples' problems in meaningful ways.
Up 80 % of Startups fail. One of the top reasons for it is ignoring the customers leading to a bad user experience.
This talk illuminates what a good user experience consists of, why it is customer service and product quality, and how startups can design for it.
#CustomerCentricity, #UserExperience, #UX, #CustomerExperience,#CX, #MinimumViableProduct, #MVP
UX for Startups (english) #UnitedNations #WorldFoodProgrammeBenno Lœwenberg
This document provides an overview of user experience (UX) for startups. It defines UX as understanding user and business needs deeply rather than just usability or interfaces. UX involves every touchpoint a company has with users. The document emphasizes designing for actual user needs and contexts through observation, ideation, and testing rather than just features. It stresses the importance of understanding users' perspectives and considering edge cases, as small details can make or break the experience. The overall message is that UX requires a deep understanding of users through various methods like customer journeys and personas.
Up 80 % of Startups fail. One of the top reasons for it is ignoring the customers leading to a bad user experience.
This talk illuminates what a good user experience consists of, why it is customer service and product quality, and how startups can design for it.
#CustomerCentricity, #UserExperience, #UX, #CustomerExperience,#CX, #MinimumViableProduct, #MVP
Delivering Value through UX (english) #UNinnovation #WFPinnovationBenno Lœwenberg
Up 80 % of Startups fail. One of the top reasons for it is ignoring the customers leading to a bad user experience.
This talk illuminates what a good user experience consists of, why it is customer service and product quality, and how startups can design for it.
#CustomerCentricity, #UserExperience, #UX, #CustomerExperience,#CX, #MinimumViableProduct, #MVP
5 day #Designsprint: Our product discovery dojo for a start-up in ViennaJens Otto Lange
Case Story about the Product Discovery Dojo - a 5 day design sprint Jens Otto Lange and Stefan Haas run for a start-up in Vienna, Austria, in January 2015, to co-design a compelling vision. Dojo attendees practiced how to apply Design Thinking and the Value Proposition Canvas to match strategy with team and product.
A project of www.podojo.com by http://www.haaslab.net and http://www.jensottolange.de
(Added) Value Proposition (english) #WirVsVirusBenno Lœwenberg
Many products and services fail miserably, because of not solving a customer problem. What makes an offering appealing, is a perceivable (added) value for the user.
The (added) value proposition is an information about the value, a product or service offers after purchase, during it's use.
This talk illustrates, how to make sure that an offering is solving an actual customers' problem and how to make this feature perceivable to customers: by using a solid value proposition.
(Added) Value Proposition (deutsch) #WirVsVirusBenno Lœwenberg
Viele Produkte und Services scheitern krachend, da sie kein Kundenproblem lösen. Was ein Produkt oder eine Dienstleistung attraktiv macht, ist ein erkennbarer (Mehr)Wert für den Anwender.
Das (Mehr)Wertangebot oder Nutzenversprechen ist die Information über jenen Nutzen, den ein Produkt oder Service nach dem Kauf während des Gebrauchs bietet.
Dieser Vortrag zeigt, wie man sicher stellt dass ein Angebot ein tatsächliches Kundenproblem löst und man diese Eigenschaft für potentielle Kunden wahrnehmbar machen kann: mittels einer soliden Value Proposition.
Human-Centered Design for Startups (english) #GoogleLaunchpad #StartupWiseGuysBenno Lœwenberg
The majority of startups and projects fails. Ignoring the users is one of the top reasons for it. Which leads to offerings that do not serve an actual need or provide a bad user experience – at best.
This talk sheds a light on human-centered design and methods to apply that mindset to solve real peoples' problems in meaningful ways.
Up 80 % of Startups fail. One of the top reasons for it is ignoring the customers leading to a bad user experience.
This talk illuminates what a good user experience consists of, why it is customer service and product quality, and how startups can design for it.
#CustomerCentricity, #UserExperience, #UX, #CustomerExperience,#CX, #MinimumViableProduct, #MVP
UX for Startups (english) #UnitedNations #WorldFoodProgrammeBenno Lœwenberg
This document provides an overview of user experience (UX) for startups. It defines UX as understanding user and business needs deeply rather than just usability or interfaces. UX involves every touchpoint a company has with users. The document emphasizes designing for actual user needs and contexts through observation, ideation, and testing rather than just features. It stresses the importance of understanding users' perspectives and considering edge cases, as small details can make or break the experience. The overall message is that UX requires a deep understanding of users through various methods like customer journeys and personas.
Up 80 % of Startups fail. One of the top reasons for it is ignoring the customers leading to a bad user experience.
This talk illuminates what a good user experience consists of, why it is customer service and product quality, and how startups can design for it.
#CustomerCentricity, #UserExperience, #UX, #CustomerExperience,#CX, #MinimumViableProduct, #MVP
Delivering Value through UX (english) #UNinnovation #WFPinnovationBenno Lœwenberg
Up 80 % of Startups fail. One of the top reasons for it is ignoring the customers leading to a bad user experience.
This talk illuminates what a good user experience consists of, why it is customer service and product quality, and how startups can design for it.
#CustomerCentricity, #UserExperience, #UX, #CustomerExperience,#CX, #MinimumViableProduct, #MVP
5 day #Designsprint: Our product discovery dojo for a start-up in ViennaJens Otto Lange
Case Story about the Product Discovery Dojo - a 5 day design sprint Jens Otto Lange and Stefan Haas run for a start-up in Vienna, Austria, in January 2015, to co-design a compelling vision. Dojo attendees practiced how to apply Design Thinking and the Value Proposition Canvas to match strategy with team and product.
A project of www.podojo.com by http://www.haaslab.net and http://www.jensottolange.de
Bis zu 80 % aller Startups und Produkte scheitern. Einer der Hauptgründe dafür ist das Ignorieren der Kunden, was zu schlechten Nutzererlebnissen führt.
Dieser Vortrag beleuchtet woraus gute User Experience besteht, warum jene zugleich Kundenservice und Produktqualität ist und wie man dafür gestalten kann.
#CustomerCentricity, #UserExperience, #UX, #CustomerExperience, #CX, #MinimumViableProduct, #MVP, #Kundensicht, #Nutzerbrille
A quick presentation to introduce two concepts:
1. the idea generation workshop (using the A4 Technique and StoryCubes)
2. the value proposition canvas
Value propositions Triad Startup Lab June 15.15David Horne
A value proposition is a collection of persuasive reasons for people to notice you and take the requested action. It is the unique thing a company does better than competitors that customers care about. The Value Proposition Canvas is a tool to help identify a company's value proposition by listing products/services, gains created for customers, pains relieved, customer jobs, and ranking these factors by importance to customers. It provides a framework to understand what customers want and how the company's offering fulfills those needs and desires.
Réveil en Form' : Design Thinking - Fred OomsEasyNove
Design thinking is becoming an important competitive advantage for businesses. It uses a designer's approach to matching customer needs with what is technologically feasible and can create value. The design thinking process involves framing problems by understanding customer pains and gains, ideating potential solutions, prototyping ideas quickly and cheaply, and getting feedback to iterate. Businesses need to outimagine competition through design.
Pokud značku pojímáme ve správném kontextu a ne jen jako grafickou zkratku vyjádřenou v logu, je dobrá značka pro veřejnou instituci stejně důležitá jako pro privátní firmu. Zaslouží si stejnou pozornost a péči.
Ondřej Rudolf: Dobrá značka pro veřejnou službuLibdesign
/ Prezentováno na konferenci Libdesign 2015.
Jestliže tvoříme nové nebo nově designované služby, budeme potřebovat je smysluplně prezentovat. Jako každý produkt i veřejná služba si zaslouží dobrou značku. Jak vytvořit moderní komunikaci v regulovaném prostředí, kdy zřizovatel není skutečným vlastníkem a zákazník neplatí penězi? Co potřebuje veřejná organizace vědět a umět předtím, než se pustí do brandingu? Na základě reálných zkušeností ze státní, akademické a veřejné sféry projdeme podstatu tvorby funkční značky, přípravu procesů, argumentaci se zřizovatelem, specifika výběru dodavatele a další speciality této disciplíny.
libdesign.cz/konference/speakers/ondrej-rudolf/
This document appears to be notes from a class on developing customers rather than products. It includes contact information for two people, Isabelle Goldfarb and Ronaldo Porto, and discusses developing customers through discovery of customer problems and needs, validating solutions with customers, proposing and testing minimum viable products, generating demand, and scaling operations. It also includes diagrams of the Value Proposition Canvas, which is a tool for developing a value proposition that creates benefits and reduces pains for customers.
This document discusses how the internet has created a globally connected network on an unprecedented scale, making the 21st century the century of networks. It contrasts the predictability and hierarchical control over production and capital that existed before the internet with the complex and uncertain access to means of production, distribution, and financing that exists after the internet. It emphasizes the importance of understanding one's target audience, their problems and needs, and developing products and services to address pains while creating gains for customers. The final sections provide templates for mapping out the value proposition of products and services by detailing customer gains and pains, products/services, and jobs.
The document outlines the Value Proposition Canvas template for describing the value a company provides to customers. It involves identifying the functional, social and emotional gains a product/service creates for customers, as well as the pains it relieves. Companies map out key gains like savings, outcomes and job completion assistance on the "Gain Creators" side and pains removed such as costs, challenges and risks on the "Pain Relievers" side. The template also prompts listing products/services and ranking all elements by importance to customers.
This document provides an overview of a concluding applied project class being taught in August 2014 by Isabelle Goldfarb and Ronaldo Porto. It discusses identifying a customer's problem or need, developing a solution, validating the solution with customers, and scaling the business. It emphasizes developing customers over products and provides frameworks for mapping customer pains/gains and developing a value proposition.
The document discusses a health hackathon event at MIT aimed at bringing together entrepreneurs, engineers, designers and healthcare professionals to rapidly develop solutions to problems in healthcare. It provides examples of companies that originated from previous hackathons. The keynote speaker Atul Gawande fields questions about barriers to clinical innovation and how to build communities around identifying unmet needs and scaling hackathon solutions. The goal is to inspire cross-disciplinary collaboration and an entrepreneurial approach to solving major healthcare problems through design thinking and rapid prototyping.
Achieve product market fit with our brand-new value proposition designer canv...Reza Hashemi
The document introduces the Value Proposition Designer Canvas, a new tool created by Alexander Osterwalder to help companies design, test, and build value propositions that better match customer needs. The canvas breaks down the value proposition and customer segment blocks from the Business Model Canvas to analyze the "fit" between them in more detail. It provides a structured way to sketch out customer jobs, pains, and gains, as well as the products, services, pain relievers, and gain creators that comprise the value proposition. The goal is to help companies systematically achieve stronger problem-solution fit and avoid building solutions customers do not want.
The document summarizes key points from a marketing strategy presentation in Mexico. It covers topics like what is strategy, strategic alignment, basic concepts, a simple methodology, advanced concepts, and trends. For strategic alignment, it discusses aligning corporate vision, business strategy, marketing strategy, tactics, metrics, and implementation. For basic concepts, it discusses mission, vision, values, and definitions of marketing. It also provides examples of key marketing concepts like brands, social media, positioning, and awareness. It outlines a simple methodology and discusses advanced concepts like customer journeys and the sharing economy. It concludes with discussing trends like cross-channel integration, video, and cord-cutting.
StartUp Sessions - How to get from an idea to a proven prototypetim_schikora
The document provides an overview of a startup session on how to get from an idea to a proven prototype. It outlines the design thinking process, including steps to gain understanding of users, ideate solutions, build prototypes, gather feedback, and product management. Methods are described for each step, such as personas, customer journeys, brainstorming, prototyping techniques, and testing prototypes with users. The document concludes with contact information for the session organizer.
The Value Proposition Canvas is a new conceptual tool created by Alex Osterwalder to help companies design, test, and build their value propositions for customers in a more structured way. It focuses on mapping out the customer jobs, pains, and gains to better understand fit. The canvas outlines the products/services a company offers and how they relieve customer pains and create gains. Competing value propositions can also be mapped for comparison. The tool is meant to be used alongside other frameworks like the Business Model Canvas and Lean Startup process to test and pivot value propositions through customer development.
IHR - Stockholms Universitet - 27 nov2013. Gästföreläsning Robert Dysell Acne...Robert Dysell
The document appears to be about a planning role at the company Acne. It discusses what a planner does, which includes defining problems, guiding, inspiring, and being a method expert rather than a researcher. It also discusses what a planner is not, such as being the voice of the consumer or a project manager. Additionally, it provides examples of different types of ad agencies and discusses the importance of brand campaigns versus advertising campaigns. Finally, it touches on problem definition, behavioral economics concepts, and the difference between brand and advertising strategies. The summary focuses on the high-level topics discussed in the document in 3 sentences or less.
Growth hustle your way to more business. This creative business development strategy presentation by Corey Eastman (@coreyeastman) was originally from the #dmcTO workshop on 3/20/13 (updated on 10/9/13).
#dmcTO has been featured in publications such as BlogTO, StartupDigest and StartupNorth, for more info: http://coreyeastman.com/designing-a-new-way-to-learn-about-business-growth/
This presentation will help you start designing a systemically disciplined business development and innovation process. By examining who your customer segment really is, what your unique value proposition should be and the process and tools that lead to a more disciplined approach to acquiring your ideal customer and increasing revenue for your business.
Marketing at the digital age : keys to success / le nouveau marketing à l'ère...Denis Pommeray
Présentation du livre La plan marketing et communication digital : préparer, déployer et piloter son plan web marketing à l'occasion du salon Maison & Objet.
Cette courte présentation apporte les 10 clefs de succès pour construire un plan marketing digital performant. Le sujet est approfondi dans l'ouvrage qui vient de sortir.
This document discusses minimum viable products (MVPs) and their application to early stage medical ventures. It begins by outlining the MVP design process of observing user needs, pitching initial designs, testing prototypes, and learning from feedback to iterate the product. The document emphasizes validating problems and solutions quickly through experiments and metrics rather than assumptions. Examples are provided of digital health MVPs like PillPack's paper prototyping and Figure 1's crowdsourced medical image database. The document stresses focusing MVPs on the fastest path to return on investment by prioritizing risks upfront. It advocates spending equal time on product development and customer traction testing to achieve product-market fit. Overall, the document promotes applying lean startup principles of
Escaping the Assumptions Trap - The lost Compass #UXCE24Benno Lœwenberg
Ever wondered why products and services often lack good customer or user experience. The teams responsible for developing these offerings struggle to take the customer or user perspective at cruicial spots during the process. Unvalidated assumptions too often are used as foundation for generating output.
This escape game is about how CX and UX experts can help those teams getting out of the different assumptions traps.
Accessibility in Design Systems (english) #WorkingProductsBenno Lœwenberg
We all are only sometimes abled. Therefore accessible solutions benefit everybody. Treating accessibility not just as an afterthought to comply with regulations, but as an essential UX factor right from the start can lead to building better products and services.
This talk is about how to lay an accessible foundation within a design system to enable accessibility. It also covers what to start with, which aspects to take care of and the toolbox needed, using tangible examples (and cool graphics) to generate an instant understanding.
Más contenido relacionado
Similar a (Added) Value Proposition (english) #learningCX
Bis zu 80 % aller Startups und Produkte scheitern. Einer der Hauptgründe dafür ist das Ignorieren der Kunden, was zu schlechten Nutzererlebnissen führt.
Dieser Vortrag beleuchtet woraus gute User Experience besteht, warum jene zugleich Kundenservice und Produktqualität ist und wie man dafür gestalten kann.
#CustomerCentricity, #UserExperience, #UX, #CustomerExperience, #CX, #MinimumViableProduct, #MVP, #Kundensicht, #Nutzerbrille
A quick presentation to introduce two concepts:
1. the idea generation workshop (using the A4 Technique and StoryCubes)
2. the value proposition canvas
Value propositions Triad Startup Lab June 15.15David Horne
A value proposition is a collection of persuasive reasons for people to notice you and take the requested action. It is the unique thing a company does better than competitors that customers care about. The Value Proposition Canvas is a tool to help identify a company's value proposition by listing products/services, gains created for customers, pains relieved, customer jobs, and ranking these factors by importance to customers. It provides a framework to understand what customers want and how the company's offering fulfills those needs and desires.
Réveil en Form' : Design Thinking - Fred OomsEasyNove
Design thinking is becoming an important competitive advantage for businesses. It uses a designer's approach to matching customer needs with what is technologically feasible and can create value. The design thinking process involves framing problems by understanding customer pains and gains, ideating potential solutions, prototyping ideas quickly and cheaply, and getting feedback to iterate. Businesses need to outimagine competition through design.
Pokud značku pojímáme ve správném kontextu a ne jen jako grafickou zkratku vyjádřenou v logu, je dobrá značka pro veřejnou instituci stejně důležitá jako pro privátní firmu. Zaslouží si stejnou pozornost a péči.
Ondřej Rudolf: Dobrá značka pro veřejnou službuLibdesign
/ Prezentováno na konferenci Libdesign 2015.
Jestliže tvoříme nové nebo nově designované služby, budeme potřebovat je smysluplně prezentovat. Jako každý produkt i veřejná služba si zaslouží dobrou značku. Jak vytvořit moderní komunikaci v regulovaném prostředí, kdy zřizovatel není skutečným vlastníkem a zákazník neplatí penězi? Co potřebuje veřejná organizace vědět a umět předtím, než se pustí do brandingu? Na základě reálných zkušeností ze státní, akademické a veřejné sféry projdeme podstatu tvorby funkční značky, přípravu procesů, argumentaci se zřizovatelem, specifika výběru dodavatele a další speciality této disciplíny.
libdesign.cz/konference/speakers/ondrej-rudolf/
This document appears to be notes from a class on developing customers rather than products. It includes contact information for two people, Isabelle Goldfarb and Ronaldo Porto, and discusses developing customers through discovery of customer problems and needs, validating solutions with customers, proposing and testing minimum viable products, generating demand, and scaling operations. It also includes diagrams of the Value Proposition Canvas, which is a tool for developing a value proposition that creates benefits and reduces pains for customers.
This document discusses how the internet has created a globally connected network on an unprecedented scale, making the 21st century the century of networks. It contrasts the predictability and hierarchical control over production and capital that existed before the internet with the complex and uncertain access to means of production, distribution, and financing that exists after the internet. It emphasizes the importance of understanding one's target audience, their problems and needs, and developing products and services to address pains while creating gains for customers. The final sections provide templates for mapping out the value proposition of products and services by detailing customer gains and pains, products/services, and jobs.
The document outlines the Value Proposition Canvas template for describing the value a company provides to customers. It involves identifying the functional, social and emotional gains a product/service creates for customers, as well as the pains it relieves. Companies map out key gains like savings, outcomes and job completion assistance on the "Gain Creators" side and pains removed such as costs, challenges and risks on the "Pain Relievers" side. The template also prompts listing products/services and ranking all elements by importance to customers.
This document provides an overview of a concluding applied project class being taught in August 2014 by Isabelle Goldfarb and Ronaldo Porto. It discusses identifying a customer's problem or need, developing a solution, validating the solution with customers, and scaling the business. It emphasizes developing customers over products and provides frameworks for mapping customer pains/gains and developing a value proposition.
The document discusses a health hackathon event at MIT aimed at bringing together entrepreneurs, engineers, designers and healthcare professionals to rapidly develop solutions to problems in healthcare. It provides examples of companies that originated from previous hackathons. The keynote speaker Atul Gawande fields questions about barriers to clinical innovation and how to build communities around identifying unmet needs and scaling hackathon solutions. The goal is to inspire cross-disciplinary collaboration and an entrepreneurial approach to solving major healthcare problems through design thinking and rapid prototyping.
Achieve product market fit with our brand-new value proposition designer canv...Reza Hashemi
The document introduces the Value Proposition Designer Canvas, a new tool created by Alexander Osterwalder to help companies design, test, and build value propositions that better match customer needs. The canvas breaks down the value proposition and customer segment blocks from the Business Model Canvas to analyze the "fit" between them in more detail. It provides a structured way to sketch out customer jobs, pains, and gains, as well as the products, services, pain relievers, and gain creators that comprise the value proposition. The goal is to help companies systematically achieve stronger problem-solution fit and avoid building solutions customers do not want.
The document summarizes key points from a marketing strategy presentation in Mexico. It covers topics like what is strategy, strategic alignment, basic concepts, a simple methodology, advanced concepts, and trends. For strategic alignment, it discusses aligning corporate vision, business strategy, marketing strategy, tactics, metrics, and implementation. For basic concepts, it discusses mission, vision, values, and definitions of marketing. It also provides examples of key marketing concepts like brands, social media, positioning, and awareness. It outlines a simple methodology and discusses advanced concepts like customer journeys and the sharing economy. It concludes with discussing trends like cross-channel integration, video, and cord-cutting.
StartUp Sessions - How to get from an idea to a proven prototypetim_schikora
The document provides an overview of a startup session on how to get from an idea to a proven prototype. It outlines the design thinking process, including steps to gain understanding of users, ideate solutions, build prototypes, gather feedback, and product management. Methods are described for each step, such as personas, customer journeys, brainstorming, prototyping techniques, and testing prototypes with users. The document concludes with contact information for the session organizer.
The Value Proposition Canvas is a new conceptual tool created by Alex Osterwalder to help companies design, test, and build their value propositions for customers in a more structured way. It focuses on mapping out the customer jobs, pains, and gains to better understand fit. The canvas outlines the products/services a company offers and how they relieve customer pains and create gains. Competing value propositions can also be mapped for comparison. The tool is meant to be used alongside other frameworks like the Business Model Canvas and Lean Startup process to test and pivot value propositions through customer development.
IHR - Stockholms Universitet - 27 nov2013. Gästföreläsning Robert Dysell Acne...Robert Dysell
The document appears to be about a planning role at the company Acne. It discusses what a planner does, which includes defining problems, guiding, inspiring, and being a method expert rather than a researcher. It also discusses what a planner is not, such as being the voice of the consumer or a project manager. Additionally, it provides examples of different types of ad agencies and discusses the importance of brand campaigns versus advertising campaigns. Finally, it touches on problem definition, behavioral economics concepts, and the difference between brand and advertising strategies. The summary focuses on the high-level topics discussed in the document in 3 sentences or less.
Growth hustle your way to more business. This creative business development strategy presentation by Corey Eastman (@coreyeastman) was originally from the #dmcTO workshop on 3/20/13 (updated on 10/9/13).
#dmcTO has been featured in publications such as BlogTO, StartupDigest and StartupNorth, for more info: http://coreyeastman.com/designing-a-new-way-to-learn-about-business-growth/
This presentation will help you start designing a systemically disciplined business development and innovation process. By examining who your customer segment really is, what your unique value proposition should be and the process and tools that lead to a more disciplined approach to acquiring your ideal customer and increasing revenue for your business.
Marketing at the digital age : keys to success / le nouveau marketing à l'ère...Denis Pommeray
Présentation du livre La plan marketing et communication digital : préparer, déployer et piloter son plan web marketing à l'occasion du salon Maison & Objet.
Cette courte présentation apporte les 10 clefs de succès pour construire un plan marketing digital performant. Le sujet est approfondi dans l'ouvrage qui vient de sortir.
This document discusses minimum viable products (MVPs) and their application to early stage medical ventures. It begins by outlining the MVP design process of observing user needs, pitching initial designs, testing prototypes, and learning from feedback to iterate the product. The document emphasizes validating problems and solutions quickly through experiments and metrics rather than assumptions. Examples are provided of digital health MVPs like PillPack's paper prototyping and Figure 1's crowdsourced medical image database. The document stresses focusing MVPs on the fastest path to return on investment by prioritizing risks upfront. It advocates spending equal time on product development and customer traction testing to achieve product-market fit. Overall, the document promotes applying lean startup principles of
Similar a (Added) Value Proposition (english) #learningCX (20)
Escaping the Assumptions Trap - The lost Compass #UXCE24Benno Lœwenberg
Ever wondered why products and services often lack good customer or user experience. The teams responsible for developing these offerings struggle to take the customer or user perspective at cruicial spots during the process. Unvalidated assumptions too often are used as foundation for generating output.
This escape game is about how CX and UX experts can help those teams getting out of the different assumptions traps.
Accessibility in Design Systems (english) #WorkingProductsBenno Lœwenberg
We all are only sometimes abled. Therefore accessible solutions benefit everybody. Treating accessibility not just as an afterthought to comply with regulations, but as an essential UX factor right from the start can lead to building better products and services.
This talk is about how to lay an accessible foundation within a design system to enable accessibility. It also covers what to start with, which aspects to take care of and the toolbox needed, using tangible examples (and cool graphics) to generate an instant understanding.
Accessibility in Designsystemen (deutsch) #WorkingProductsBenno Lœwenberg
Wir sind alle nur zeitweilig ohne Einschränkungen. Deswegen sind barrierefreie Lösungen für jeden nützlich. Barrierefreiheit nicht bloß als eine nachrangige, von Vorschriften getriebene Pflichtübung zu verstehen, sondern von Anfang an als wesentlichen Faktor für gute Nutzererlebnisse zu begreifen, führt zu besseren Produkten und Dienstleistungen.
Dieser Vortrag beleuchtet, wie man die Grundlagen für Accessibility in einem Designsystem legt: womit man beginnt, welche Aspekte beachtet werden müssen und welche Werkzeuge einem dabei helfen. Mittels greifbarer Beispiele (und cooler Grafiken) wird das Thema einfach und direkt verständlich dargestellt.
Customer Experience made tangible (english) #leaninrgCXBenno Lœwenberg
This document discusses the importance of customer experience and experience design. It emphasizes that experiences cannot be designed but rather supported through solutions that make customers feel smart and keep their flow. Good customer experience is achieved through considering crucial details, addressing edge cases, managing customer expectations, and seeing things from the customer's perspective. Experience design is a crucial success factor as it encompasses customer service, product quality, branding, and building trust - allowing businesses to remain viable.
Innovativ trotz Zoom-Fatigue: „Work from Home“ bleibt auf unbestimmte Zeit der Modus Operandi; dennoch können Design Sprints erfolgreich eingesetzt werden, um Kundenprobleme verstehen, Ideen für passende Lösungen entwickeln und herausfinden zu können, wie gut jene Ideen tatsächlich sind – wenn man sich darauf versteht, dies digital durchzuführen.
Dieser Vortrag beleuchtet kompakt die Charakteristika und Einsatzmöglichkeiten der Design Sprint-Methode von Google und vor allem, wie man diese auch erfolgreich „Remote“ durchführt. Da dies grundsätzlich verschieden zu Präsenzveranstaltungen ist, werden physische Design Sprints mit digitalen verglichen und zudem eine Fülle von Praxis-Tipps auch für Remote Workshops im Allgemeinen vermittelt.
Accessibility in Designsystemen (deutsch) #DSXFRABenno Lœwenberg
Wir sind alle nur zeitweilig ohne Einschränkungen. Deswegen sind barrierefreie Lösungen für jeden nützlich. Barrierefreiheit nicht bloß als eine nachrangige, von Vorschriften getriebene Pflichtübung zu verstehen, sondern von Anfang an als wesentlichen Faktor für gute Nutzererlebnisse zu begreifen, führt zu besseren Produkten und Dienstleistungen.
Dieser Vortrag beleuchtet, wie man die Grundlagen für Accessibility in einem Designsystem legt: womit man beginnt, welche Aspekte beachtet werden müssen und welche Werkzeuge einem dabei helfen. Mittels greifbarer Beispiele (und cooler Grafiken) wird das Thema einfach und direkt verständlich dargestellt.
This document discusses accessibility in design systems. It provides examples and guidance on making design systems accessible. Some key points include:
- Accessibility should be considered from the beginning when designing systems, not as an afterthought. It benefits all users.
- Color contrast, keyboard support, labels, form elements and semantic HTML are important for accessibility.
- Design systems should include accessibility guidelines and principles in addition to visual style guides and components.
- Auditing systems and catching accessibility issues early is important to ensure usable products. Accessibility needs to be implemented thoughtfully throughout the entire design and development process.
Trotz Lockdown, welcher „Work from Home“ bedingt, können Design Sprints erfolgreich eingesetzt werden, um Kundenprobleme verstehen, Ideen für passende Lösungen entwickeln und herausfinden zu können, wie gut jene Ideen tatsächlich sind – wenn man sich darauf versteht, dies digital durchzuführen.
Dieser Vortrag beleuchtet kompakt die Charakteristika und Einsatzmöglichkeiten der Design Sprint-Methode von Google und vor allem, wie man diese auch erfolgreich „Remote“ durchführt. Da dies grundsätzlich verschieden zu Präsenzveranstaltungen ist, werden physische Design Sprints mit digitalen verglichen und zudem eine Fülle von Praxis-Tipps auch für Remote Workshops im Allgemeinen vermittelt.
Flattening the Learning Curve – a Clever Diagram Can Tell More Than 1000 Buzz...Benno Lœwenberg
The document provides suggestions for using visuals and graphics to improve presentations when there is too much content or not enough. It recommends beginning with a relevant quote to build attention, then starting with familiar visuals like the bell curve, hype cycle, or Venn diagram on common topics. Finally, it suggests trying different shapes and arrangements of graphics to illustrate processes, frameworks, and other concepts related to the audience and topic.
Trotz Lockdown, welcher „Work from Home“ bedingt, können Design Sprints erfolgreich eingesetzt werden, um Kundenprobleme verstehen, Ideen für passende Lösungen entwickeln und herausfinden zu können, wie gut jene Ideen tatsächlich sind – wenn man sich darauf versteht, dies digital durchzuführen.
Dieser Vortrag beleuchtet kompakt die Charakteristika und Einsatzmöglichkeiten der Design Sprint-Methode von Google und vor allem, wie man diese auch erfolgreich „Remote“ durchführt. Da dies grundsätzlich verschieden zu Präsenzveranstaltungen ist, werden physische Design Sprints mit digitalen verglichen und zudem eine Fülle von Praxis-Tipps auch für Remote Workshops im Allgemeinen vermittelt.
Animation in Designsystemen (deutsch) #MuC2020Benno Lœwenberg
Animation ist ein Schlüsselelement guter User Experience und Markenerscheinung, da diese – wenn gekonnt verwendet – Produkte (UUX) und die Markenpersönlichkeit unterstützt.
Aufgrund ihres flüchtigen Wesens erhält Animation zu oft nur wenige oder gar keine Beachtung in Design(systemen), trotz ihrer mindestens hilfreichen, zumeist aber fundamentalen Rolle.
Dieser sehr greifbare Vortrag zeigt Art und Anwendung guter Animation für Benutzeroberflächen sowie deren erfolgreiche Implementierung in Designsysteme.
(animierte Version der Folien hier: https://www.youtube.com/watch?v=t7k2alfyOEM )
Despite lockdown, demanding to work from home, Design Sprints can be used successfully to answer critical business questions by sparking innovation, encourage user-centered thinking, aligning teams under a shared vision, and gaining insights about the marketability of products before their launch – if you know how to do them remote.
This talk will provide an intensive and compact introduction into the method mix from Google Ventures, how this structured process works, about its strengths, and most importantly, how it can be conducted successfully as “remote”. Since this is significantly different to “in-person”, this will cover a comparison of the physical and digital version of Design Sprints – and it provides a lot of practical insights for remote workshops in general too.
Trotz Lockdown, welcher „Work from Home“ bedingt, können Design Sprints erfolgreich eingesetzt werden, um Kundenprobleme verstehen, Ideen für passende Lösungen entwickeln und herausfinden zu können, wie gut jene Ideen tatsächlich sind – wenn man sich darauf versteht, dies digital durchzuführen.
Dieser Vortrag beleuchtet kompakt die Charakteristika und Einsatzmöglichkeiten der Design Sprint-Methode von Google und vor allem, wie man diese auch erfolgreich „Remote“ durchführt. Da dies grundsätzlich verschieden zu Präsenzveranstaltungen ist, werden physische Design Sprints mit digitalen verglichen und zudem eine Fülle von Praxis-Tipps auch für Remote Workshops im Allgemeinen vermittelt.
UI design becomes increasingly important for products and services. Influencing their users' expierence. UX itself determines the value of digital offerings and is their key differentiator. But "historically grown" incoherent interfaces deteriorate value and brand of products and services.
This talk is about design systems, that help to avoid (or overcome) design dept and to enable scaling UX across platforms, products and devices. Modularity and standardisation of repeatedly used aspects helps speeding up processes and increasing business value. Design systems help making user experience tangible to teams and brand values actionable.
Kundenprobleme verstehen, Ideen für passende Lösungen entwickeln und herausfinden, wie gut jene Ideen tatsächlich sind – all das in kurzer Zeit: Dieser Vortrag beleuchtet die Charakteristika und Einsatzmöglichkeiten der Design Sprint-Methode von Google im Vergleich (und Zusammenspiel) mit Design Thinking und Lean Startup.
Product Strategy for Startups (english) #GoogleLaunchpad #StartupWiseGuysBenno Lœwenberg
Endless amounts of products are offered to the market, that nobody asked for. A well shaped product strategy is fundamental to enable building something, that people actually need or want.
This talk illuminates how a propper product strategy looks like and what the crucial success factors are. How it helps translating business goals and vision into product design and business model, that take customer needs and market affordances into account.
Motion in Design Systems - Sketch Edition (english) #SketchMUCBenno Lœwenberg
This document discusses motion and animation in design systems. It provides over 100 examples of design systems that include motion, discusses best practices for incorporating animation, and outlines a process for specifying animation that includes storyboards, motion specs, motion comps, and clickdummies. The document argues that meaningful motion can help express a brand's personality and that milliseconds in timing can significantly impact an animation's effectiveness.
Motion is a key part pf UX and brand: animation supports the product UX and expression of the brand personality.
Due to it's intagible nature, too often motion becomes an afterthought and therefore neglected in design (systems), despite it's fundamental nature.
This tangible talk shows what good UI animation consists of and how to successfully implement motion into a design system.
Kundenprobleme verstehen, Ideen für passende Lösungen entwickeln und herausfinden, wie gut jene Ideen tatsächlich sind – all das in kurzer Zeit: Dieser Vortrag beleuchtet die Charakteristika und Einsatzmöglichkeiten der Design Sprint-Methode von Google im Vergleich (und Zusammenspiel) mit Design Thinking und Lean Startup.
Delivering Value using Human-Centered Design (english) #UNFPAinnovates #WFPin...Benno Lœwenberg
Up 80 % of startups & projects fail. One of the top reasons for it is ignoring the users, leading to offerings that miss to meet an actual need or providing a bad user experience – at best.
This talk sheds a light on human-centered design and methods to apply that mindset to solve real peoples' problems in meaningful ways.
#HumanCenteredDesign, #HCD, #UserCenteredDesign, #UCD, #DesignThinking, #DesignSprint, #JobsToBeDone, #JTBD, #UserExperience, #UX, #MinimumViableProduct, #MVP
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Part 2 Deep Dive: Navigating the 2024 Slowdownjeffkluth1
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The global retail industry has weathered numerous storms, with the financial crisis of 2008 serving as a poignant reminder of the sector's resilience and adaptability. However, as we navigate the complex landscape of 2024, retailers face a unique set of challenges that demand innovative strategies and a fundamental shift in mindset. This white paper contrasts the impact of the 2008 recession on the retail sector with the current headwinds retailers are grappling with, while offering a comprehensive roadmap for success in this new paradigm.
The APCO Geopolitical Radar - Q3 2024 The Global Operating Environment for Bu...APCO
The Radar reflects input from APCO’s teams located around the world. It distils a host of interconnected events and trends into insights to inform operational and strategic decisions. Issues covered in this edition include:
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13. PRODUCT FAILURE
Source: Holger Eggert
“There are thousands of products out there
that nobody asked for.
How can we make sure we build something
that people actually need?”
15. »TO TEST IF YOUR PRODUCT IS NEEDED,
STUDY THE JOB THAT IT DOES«
Source: Des Traynor
16. VALUE PROPOSITION
Source: Clayton Christensen
“Think of the Value Proposition as a contract
between the customer and your company
where the customer ‘hires’ your company
to solve a problem.”
18. Source: Dyhana Scarano
VAGUE ASSUMPTIONS
“I’ve experienced this problem, so others must also”
“We’ve already got funding, so it must be a good idea”
“We’re almost ready to launch so it’s a bit late to go back
to research”
20. @BennoLoewenberg aft. Tony Ulwick
POSSIBLE QUESTIONS
¿What is the overall goal related to a certain problem
a person is trying to achieve?
¿Is that problem worth solving?
¿How do people solve this problem today?
¿How might we solve this problem for the customer
and how much of the overall goal?
21. Your business has many hypotheses
Are consumers currently
doing this?
Can I create a product
that will improve upon it?
Can I address the market
successfully?
T E S T E D B Y
Evidence
of investment
T E S T E D B Y
Product Market Fit
for your MVP
Analytics for
Marketing Experiments
T E S T E D B Y
Graphic: Des Traynor
23. Gain Creators
Describe how your products and services create customer
gains.
How do they create benefits your customer expects, desires
or would be surprised by, including functional utility, social
gains, positive emotions, and cost savings?
Do they…
Create savings that make your customer happy?
(e.g. in terms of time, money and effort, …)
Produce outcomes your customer expects or
that go beyond their expectations?
(e.g. better quality level, more of something, less of
something, …)
Pain Relievers
Copy or outperform current solutions that delight
your customer?
(e.g. regarding specific features, performance, quality, …)
Make your customer’s job or life easier?
(e.g. flatter learning curve, usability, accessibility, more
services, lower cost of ownership, …)
Create positive social consequences that your
customer desires?
(e.g. makes them look good, produces an increase in power,
status, …)
Do something customers are looking for?
(e.g. good design, guarantees, specific or more features, …)
Fulfill something customers are dreaming about?
(e.g. help big achievements, produce big reliefs, …)
Produce positive outcomes matching your
customers success and failure criteria?
(e.g. better performance, lower cost, …)
Help make adoption easier?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
Rank each gain your products and services create according to
its relevance to your customer. Is it substantial or insignificant?
For each gain indicate how often it occurs.
Describe how your products and services alleviate customer
pains. How do they eliminate or reduce negative emotions,
undesired costs and situations, and risks your customer
experiences or could experience before, during, and after
getting the job done?
Do they…
Produce savings?
(e.g. in terms of time, money, or efforts, …)
Make your customers feel better?
(e.g. kills frustrations, annoyances, things that give them
a headache, …)
Fix underperforming solutions?
(e.g. new features, better performance, better quality, …)
Put an end to difficulties and challenges your
customers encounter?
(e.g. make things easier, helping them get done, eliminate
resistance, …)
Wipe out negative social consequences your
customers encounter or fear?
(e.g. loss of face, power, trust, or status, …)
Eliminate risks your customers fear?
(e.g. financial, social, technical risks, or what could go
awfully wrong, …)
Help your customers better sleep at night?
(e.g. by helping with big issues, diminishing concerns, or
eliminating worries, …)
Limit or eradicate common mistakes customers
make?
(e.g. usage mistakes, …)
Get rid of barriers that are keeping your customer
from adopting solutions?
(e.g. lower or no upfront investment costs, flatter learning
curve, less resistance to change, …)
Rank each pain your products and services kill according
to their intensity for your customer. Is it very intense or
very light?
For each pain indicate how often it occurs. Risks your
customer experiences or could experience before, during,
and after getting the job done?
Products & Services
List all the products and services your value proposition is
built around.
Which products and services do you offer that help your
customer get either a functional, social, or emotional job
done, or help him/her satisfy basic needs?
Which ancillary products and services help your customer
perform the roles of:
Buyer
(e.g. products and services that help customers compare
offers, decide, buy, take delivery of a product or service, …)
Co-creator
(e.g. products and services that help customers co-design
solutions, otherwise contribute value to the solution, …)
Transferrer
(e.g. products and services that help customers dispose of
a product, transfer it to others, or resell, …)
Products and services may either by tangible (e.g. manufac-
tured goods, face-to-face customer service), digital/virtual
(e.g. downloads, online recommendations), intangible (e.g.
copyrights, quality assurance), or financial (e.g. investment
funds, financing services).
Rank all products and services according to their
importance to your customer.
Are they crucial or trivial to your customer?
Gains
Describe the benefits your customer expects, desires or would
be surprised by. This includes functional utility, social gains,
positive emotions, and cost savings.
Which savings would make your customer happy?
(e.g. in terms of time, money and effort, …)
What outcomes does your customer expect and what
would go beyond his/her expectations?
(e.g. quality level, more of something, less of something, …)
How do current solutions delight your customer?
(e.g. specific features, performance, quality, …)
Pains
Customer Job(s)
Describe negative emotions, undesired costs and situations,
and risks that your customer experiences or could experience
before, during, and after getting the job done.
What does your customer find too costly?
(e.g. takes a lot of time, costs too much money, requires
substantial efforts, …)
What makes your customer feel bad?
(e.g. frustrations, annoyances, things that give them a
headache, …)
How are current solutions underperforming
for your customer?
(e.g. lack of features, performance, malfunctioning, …)
What are the main difficulties and challenges
your customer encounters?
(e.g. understanding how things work, difficulties getting
things done, resistance, …)
What negative social consequences does your
customer encounter or fear?
(e.g. loss of face, power, trust, or status, …)
What risks does your customer fear?
(e.g. financial, social, technical risks, or what could go awfully
wrong, …)
What’s keeping your customer awake at night?
(e.g. big issues, concerns, worries, …)
What common mistakes does your customer make?
(e.g. usage mistakes, …)
What barriers are keeping your customer from
adopting solutions?
(e.g. upfront investment costs, learning curve, resistance
to change, …)
Rank each pain according to the intensity it represents for
your customer.
Is it very intense or is it very light.?
For each pain indicate how often it occurs.
Describe what a specific customer segment is trying to get
done. It could be the tasks they are trying to perform and
complete, the problems they are trying to solve, or the needs
they are trying to satisfy.
What functional jobs are you helping your customer
get done? (e.g. perform or complete a specific task, solve a
specific problem, …)
What social jobs are you helping your customer get
done? (e.g. trying to look good, gain power or status, …)
What emotional jobs are you helping your customer
get done? (e.g. esthetics, feel good, security, …)
What basic needs are you helping your customer
satisfy? (e.g. communication, sex, …)
Besides trying to get a core job done, your customer performs
ancillary jobs in different roles. Describe the jobs your
customer is trying to get done as:
Buyer (e.g. trying to look good, gain power or status, …)
Co-creator (e.g. esthetics, feel good, security, …)
Transferrer (e.g. products and services that help customers
dispose of a product, transfer it to others, or resell, …)
Rank each job according to its significance to your
customer. Is it crucial or is it trivial? For each job
indicate how often it occurs.
Outline in which specific context a job
is done, because that may impose
constraints or limitations.
(e.g. while driving,
outside, …)
What would make your customer’s job or life easier?
(e.g. flatter learning curve, more services, lower cost of
ownership, …)
What positive social consequences does your
customer desire?
(e.g. makes them look good, increase in power, status, …)
What are customers looking for?
(e.g. good design, guarantees, specific or more features, …)
What do customers dream about?
(e.g. big achievements, big reliefs, …)
How does your customer measure success and
failure?
(e.g. performance, cost, …)
What would increase the likelihood of adopting a
solution?
(e.g. lower cost, less investments, lower risk, better quality,
performance, design, …)
Rank each gain according to its relevance to your customer.
Is it substantial or is it insignificant? For each gain indicate
how often it occurs.
strategyzer.com
The Value Proposition Canvas
Value Proposition Customer Segment
The makers of Business Model Generation and Strategyzer
Copyright Business Model Foundry AG
Produced by: www.stattys.com
Source: Stategyzer – Value Proposition Canvas
fill in hypotheses
24. Source: Dyhana Scarano
TESTABLE HYPOTHESIS
Based on the insights you observed
Write a statement that is testable [as a prototype]
Make predictions of what you think the outcomes will be
25. VALUE PROPOSITION STATEMENT
Source: Geoff Moore
For {your target customer}
Who {statement of need or opportunity}
Our {product/service name}
That {statement of benefit}
26. VALUE PROPOSITION STATEMENT
Source: Steve Blank
We help {our target customer}
do {their Job to be Done}
by doing {description of enabling offering}
27. TESTING THROUGH ASKING
+ Customer interviews
+ Customer expert interviews
(e. g. field staff, support)
+ Forums and Social media
@BennoLoewenberg
28. TESTING THROUGH LISTENING
+ Web analytics (traffic, visits, klicks)
+ Customer support tickets
+ Search trends
@BennoLoewenberg
29. TESTING THROUGH ANNOUNCING
+ Landingpage and/or brochure
+ Product packaging
+ Explainer video
@BennoLoewenberg
Fake it ‘till you make it
30. TESTING THROUGH TRYING OUT
+ Wizard of Oz or Concierge
+ Paper prototypes
+ Click dummy
+ 3D print
@BennoLoewenberg
37. PROCESS
@BennoLoewenberg aft. Lean Product Process
1. Determine your target customer
2. Identify un(der)served customer needs
3. Define your value proposition
4. Specify your Minimum Viable Product feature set
5. Create your MVP & test it with customers
6. Iterate to improve Product-Market Fit
Offering
38. @BennoLoewenberg
THE CUSTOMER PERSPECTIVE COUNTS
“Talk to your customers –
build and test for actual users and for real context of use”
(friends, family & colleagues are not your customers)
39. CUSTOMER PERSPECTIVE
1. What is this?
2. Do I trust you?
3. What are you offering me?
and if it passed the ›moment of truth‹ positively:
4. How do I get it?
Source: Seth Godin
40. VALUE STATEMENT
clear, concise, goal-orientated,
trustworthy, sophisticated,
modest
@BennoLoewenberg
Don’t bury your differentiation
in jargon or overexaggerations.
Focus on relevance, differentiation
and impact !
43. Sources: Mark Cook & Seth Godin
DON’T LOVE THE SOLUTION
“Success is not delivering a feature;
success is learning how to solve the customers problem”
“Don’t [try to] find customers for your product,
find a product for your customers.”
44. What is Customer Jobs? What is a Job to be Done (JTBD)?
A Job to be Done is the process a consumer goes through whenever she evolves
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Graphic: Intercom (commented)
THIS is what your biz makes!
45. OFFER BENEFITS, NOT FEATURES
Sources: Samuel Hulick & Alan Klement
“People don’t buy products;
they buy better versions of themselves.”
“Customers don’t want your product,
they want what new behaviors it enables.”
46. image generated using Dall·E
What can help to free waiting
time from being stressfull ?
48. images generated using Dall·E
What value
can we offer
to help freeing
waiting time
from being stressfull ?
! happy HCP
49. THE FULL VALUE OF THE PROPOSITION
Source: Sakshi Gupta
1. Guides product development
2. Enhances marketing and communication
3. Improves customer understanding and engagement
4. Facilitates sales and conversion
5. Builds brand reputation
6. Informs strategic decision making