A/B testing, 230–231
ad-libs, for Prototyping, 76, 82–83
Ad Tracking (Experiment Library), 220
AirBnB, 91
Alibaba Group, 268–271
alignment, creating, 260–261
Anthropologist, 106, 114–115, 217
App Store (Apple), 157
assessment
Business Model and, 156–157
of competitors, 128–129, 130–131
of skills for Value Proposition Design, xxii–xxiii
of Value Proposition, 122–123
Azuri, 146–151
best practices
for mapping customers’ jobs, pains, and gains, 24–25 (See also Customer Gains; Customer Pains; Jobs to be Done)
for mapping value creation, 30
Blue Ocean Strategy, 130
books, as Starting Points, 92–93
brainstorming
defining criteria with, 140
possibilities for, 92–93
See also Starting Points
Bransfield-Garth, Simon, 146
brochures, creating, 222
Build, Measure, Learn Circle, 94, 95
Business Hypothesis
defined, 201
extracting, 200–201
Lean Startup and, 185, 186–187
prioritizing, 202–203
Business Model, 142–157
assessing, 156–157
Azuri example, 146–151
compressed air energy storage example, 152–153
creating value for customers and, 144–145
platform Business Models, 52–53
stress testing, 154–155
testing, 194–195
Business Model Canvas
defined, xv
illustrated, xvii
Business Model Generation (Osterwalder), xiv, xvi
business plans, experimentation processes versus, 179
business-to-business (B2B) transactions, 50–51
Buy a Feature (Experiment Library), 235
Buyer of Value (customer role), 12
Call to Action (CTA), 218–219
Canvas
Customer Profile and, 3–5, 9, 10–25
identifying stakeholders with, 50–51
moviegoing example, 54–55
observing customers, 7
summarized, 60
Value Proposition, defined, 6
See also Business Model Canvas; Customer Profile; Fit; Value Map; Value Proposition; Value Proposition Canvas
change. See Evolve
channels, defined, xvi
characteristics, of customers, 14–15
Choices, 120–141
competitors and, 128–129, 130–131
context and, 126–127
defining criteria and selecting prototypes, 140–141
feedback and, 132–133, 134–135, 136–137
role-playing and, 107, 124–125
Value Proposition assessment, 122–123
visualization and, 138–139
Circle, Testing the, 190–191
Cocreator (for Customer Insight), 107
Cocreator of Value (customer role), 12
colleagues, Value Proposition Design for, xxiv–xxv
Company Building (Customer Development process), 183
competitors, assessing, 128–129, 130–131
compressed air energy storage example
Business Model, 152–153
Prototyping, 96–97
context
Jobs to be Done, 13
understanding, 126–127
cost structure, defined, xvi
Creation (Customer Development process), 183
criteria, defining, 140–141
Customer Development process, 182–183
Customer Gains
best practices for mapping, 24–25
checking Fit and, 46–47
defined, 16–17
psychodemographic profile approach versus, 54–55
ranking, 20–21
as Starting Point, 88–89
Testing the Circle objective, 190–191
See also Gain Creators
Customer Insight, 104–119
Anthropologist, 106, 114–115, 217
choosing mix of experiments for, 216–217 (See also Experiment Library)
Cocreator, 107
creating value for, 144–145 (See also Business Model)
customer relationship management (CRM), xvi, 109
Data Detective, 106, 108–109, 217
gaining, 106–107
identifying patterns in, 111, 116–119
Journalist, 106, 110–113, 217, 225
Scientist, 107
shaping ideas and, 70–71
Customer Pains
best practices for mapping, 24–25
checking Fit and, 46–47
defined, 14–15
psychodemographic profile approach versus, 54–55
ranking, 20–21
as Starting Point, 88–89
Testing the Circle objective, 190–191
See also Pain Relievers
Customer Profile, 10–25
best practices for mapping jobs, pains, and gains, 24–25
business-to-business (B2B) transactions, 50–51
Customer Gains, defined, 16–17
Customer Pains, defined, 14–15
customer’s context and, 56–57
defined, 9
different solutions for same customers, 58–59
identifying high-value jobs, 100–101
innovating from, 102–103
jobs, pains, and gains as new approach, 54–55
Jobs to be Done, defined, 12–13
ranking jobs, pains, and gains, 20–21
sketching, 18–19
understanding customer perspective for, 22–23
use of, 60–61
See also Jobs to be Done; Starting Points
Data Detective, 106, 108–109, 217
data mining, 109
data sheets, creating, 222
data traps, avoiding, 210–211
Day in the Life, A (worksheet), 115–116
de Bono, Edward, 136–137
decision makers, 50–51
Dell, 157
Design, 64–170
characteristics of great Value Propositions, 72–73
constraints, 90–91
design/build (Lean Startup), 185, 186–187
in established organizations, 158–187 (See also established organizations)
finding the right Business Model, 142–157 (See also business model)
making choices for, 120–141 (See also Choices)
overview, 67
Prototyping possibilities, 70–71, 74–85 (See also Prototyping)
shaping ideas with, 70–71
Starting Points, 70–71, 86–103 (See also Starting Points)
summarized, 170
understanding customers, 70–71, 104–119 (See also Customer Insight)
discovery (Customer Development process), 182
Dotmocracy, 138–139
Dropbox, 210
Earlyvangelists, 118
economic buyers, 50–51
Eight19 (Azuri), 146–151
emotional jobs, of customers, 12
end users, 50–51. See also Customer Insight
EPFL, 96–97
established organizations, 158–169
inventing and improving, 160–161, 162–163
reinventing, 164–165
Value Proposition Design for, xix
workshops for, 166–167, 168–169
Evidence
Call to Action (CTA) and, 218–219
need for, 190–195
See also Test
Evolve, 254–272
creating alignment and, 260–261
improvement and, 264–265
measuring and monitoring, 262–263
overview, 257
reinventing and, 266–267, 268–271
summarized, 272
“exhausted maximum” trap, 211
experience, as feedback, 134
Experiment Library, 214–237
Ad Tracking, 220
Buy a Feature, 235
Call to Action (CTA), 218–219
choosing mix of experiments, 216–217
experiment, defined, 216
experiment design and, 204–205
experimenting to reduce risk, 178–179
Illustrations, Storyboards, and Scenarios, 222, 224–225
Innovation Games, 232
Landing Page MVP, 228–229
Life-Size Experiments, 226–227
Minimum Viable Product (MVP), 222–223, 228–229
Mock Sales, 236–237
Pre Sales, 237
Product Box, 234
Speed Boat, 233
Split Testing, 230–231
tips for, 217, 222, 224, 227, 229, 231, 233, 237
Unique Link Tracking, 221
See also Test
Facebook, 157
facts, as feedback, 134
false-negative/false-positive traps, 210
Federal Institute of Technology (Switzerland), 96–97
feedback, 132–133, 134–135, 136–137
financial issues
cost structure, defined, xvi
generating revenue, 144–145
profit, defined, xvi
revenue streams, defined, xvi
stress testing, 154–155
testing customers’ willingness to pay, 219 (See also Experiment Library)
See also Business Model
Fit, 40–59
addressing customers’ jobs, pains, and gains with, 44–45
checking for, 46–47
Customer Profile and customer context, 56–57
Customer Profile and Value Map as two sides of, 3–5
Customer Profile versus psychodemographic profile approach, 54–55
different solutions for same customers, 58–59
multiple Fit, 52–53
stages of, 48–49
striving for, 42–43
use of, 60–61
functional jobs, of customers, 12
Gain Creators
Pain Relievers versus, 38
Products and Services as, 33
Value Map and, 33–34
gains. See Customer Gains
AdWords, 220
searches, 108
government census data, 108
Hilti, 90
Hohmann, Luke, 232
hypothesis. See Business Hypothesis
Ikea, 157
Illustrations, Storyboards, and Scenarios (Experiment Library), 222, 224–225
Impersonator, 107
improvement
for established organizations, 160–161, 162–163
as relentless, 264–265
See also Evolve
Indigo, 150–151
influencers, 50–51
Innovation Games, 232
intermediary Fit, 52–53
interviewing, of customers, 106, 110–113, 217, 225
iPod (Apple), 156
Jobs to be Done
best practices for mapping, 24–25
defined, 12–13
identifying high-value jobs, 98–99, 100–101
psychodemographic profile approach versus, 54–55
ranking, 20–21
as Starting Point, 88–89
Testing the Circle objective, 190–191
Journalist, 106, 110–113, 217, 225
Key activities, defined, xvi
key partnerships, defined, xvi
key resources, defined, xvi
Landing Page MVP (Experiment Library), 228–229
Lean Startup, 184–185, 186–187
learning (Lean Startup), 185, 186–187
Life-Size Experiments (Experiment Library), 226–227
listening, 112
Lit Motors, 226
“local maximum” trap, 211
magazines, as Starting Points, 92–93
market pull, 95
Marriott, 227
measurement
Evolve and, 262–263
Lean Startup feature, 185, 186–187
See also Test
MedTech, 154–155
Minimum Viable Product (MVP)
Lean Start-up with, 184
Prototyping and, 77
testing with, 222–223, 228–229
Mock Sales (Experiment Library), 236–237
napkin sketch, for Prototyping, 76, 80–81
new ventures, Value Proposition Design for, xviii
observation, of customers, 106, 114–115, 216–217. See also Experiment Library
obstacles, of customers, 14–15. See also Customer Pains
opinion, as feedback, 134
Osterwalder, Alexander, xiv, xvi
outcomes
Customer Gains as, 16–17
undesired, by customers, 14–15
Owlet, 246–251
Pain Relievers
Gain Creators versus, 38
Products and Services as, 31–32
Value Map and, 33–34
“participatory tv,” for understanding context, 126, 127
patterns, identifying, 111, 116–119
personal jobs, of customers, 12
perspective, of customers, 22–23. See also Customer Insight
platform Business Models, 52–53
Pre Sales (Experiment Library), 237
See also Experiment Library
problems, of customers, 14–15.
See also Customer Pains
Problem-Solution Fit, 48–49
Product Box (Experiment Library), 234
Product-Market Fit, 48–49
Products and Services
meeting customer expectations with, 31–32
multiple Fit for, 52–53
Testing the Square objective, 192–193
types of, 29–30
value of, to customers, 31–32
profit, defined, xvi
Progress Board, 242–243, 244–245
Prototyping, 74–85
defined, 76
principles of, 78–79
selecting prototypes, 140–141
shaping ideas with, 70–71
spaces for, 227
tips for, 77
Value Proposition Canvas for, 77, 84–85
See also Experiment Library
psychodemographic profiles, as traditional approach, 54–55
push versus pull debate, 94–95, 96–97, 98–99, 100–101
ranking, for customer jobs/pains/gains, 20–21
recommenders, 50–51
Rectangle, Testing the, 194–195
reinventing, to Evolve, 266–267, 268–271
required gains, of customers, 16
research, about customers. See Customer Insight
revenue streams, defined, xvi
Ries, Eric, 184–185
risks, customers and, 14–15
saboteurs, 50–51
Scientist, 107
services. See Products and Services
Skype, 157
social jobs, of customers, 12
social media analytics, 109
Southwest, 91
Speed Boat (Experiment Library), 233
Split Testing (Experiment Library), 230–231
Square, Testing the, 192–193
stakeholders
identifying, 50–51
role-playing and, 107, 124–125
Starting Points, 86–103
addressing customer concerns with, 88–89
books and magazines for, 92–93
design constraints and, 90–91
innovation with Customer Profile, 102–103
push versus pull debate, 94–95, 96–97, 98–99, 100–101
shaping ideas with, 70–71
start-ups, Value Proposition Design for, xviii
Step-by-Step Testing, 196–213
avoiding data traps, 210–211
extracting hypothesis, 200–201
Learning Cards for insight, 206–207, 213
learning speed and, 208–209
overview, 198–199
prioritizing hypothesis, 202–203
Test Cards for experiment design, 204–205, 212
tips for, 210
Strategyzer logo, explained, x
stress testing, 154–155
supporting jobs, of customers, 12
Swatch, 90
Taobao, 268–271
Test, 172–252
Customer Development process, 182–183
experimenting to reduce risk, 178–179
Experiment Library for, 214–237 (See also Experiment Library)
Lean Startup, applying, 186–187
Lean Startup movement, 184–185
principles, 180–181
Progress Board, 242–243, 244–245
step-by-step, 196–213 (See also Step-by-Step Testing)
systematic design and testing example, 246–251
testing process, summarized, 240–241, 252
Testing the Circle objective, 190–191
Testing the Rectangle objective, 194–195
Testing the Square objective, 192–193
tips for, 183
thinking hats (de Bono), 136–137
third-party research reports, 108
Transferrer of Value (customer role), 12
unique link tracking (Experiment Library), 221
validation (Customer Development process), 182
Value Map, 26–39
best practices for mapping value creation, 30
Gain Creators and, 33–34
mapping how products and services create value, 36–38
mapping value propositions, 34–35
Pain Relievers, 31–32
Products and Services, 29–30
use of, 60–61
Value Proposition
assessing competitors and, 128–129, 130–131
assessment, 122–123
Business Model connection to, 152–153
See also Value Proposition Canvas; Value Proposition Design
Value Proposition Canvas
characteristics of great value propositions, 72–73 (See also Design)
Value Proposition Design
book organization and online companion, x
Business Model Canvas, defined, xv (See also Business Model Canvas)
competitors versus, 128–129
for established organizations, xix
to overcome problems, vi–vii
selling colleagues on, xxiv–xxv
skills needed for, xxii–xxiii
for start-ups, xviii
tools and process of, xii–xiii (See also Canvas; Design; Evolve; Test)
uses of, xx–xxi
Value Proposition Canvas, defined, xiv, xv (See also Value Proposition Canvas)
visualization, 138–139
website
tracking customers on, 109
Value Proposition Design Online Companion, explained, x
websites
landing pages of, 223, 228–229
WhatsApp, 157