Bmc business model canvas

MBA
Curso: Business Model Canvas
Profesor : Huáscar Ezcurra
SESIÓN 2

SESIÓN 2
VALUE PROPOSITION CANVAS

SESIÓN 2
Customer Jobs
Jobs describe the things your customers are
trying to get done in their work or in their life.
A customer job 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. Make sure you take the customer’s
perspective when investigating jobs. What you
think of as important from your perspective might
not be a job customers are actually trying to get
done.*
Distinguish between three main types of
customer jobs to be done and supporting jobs:
Functional jobs
When your customers try to perform or complete
a specific task or solve a specific problem,
for example, mow the lawn, eat healthy as a
consumer, write a report, or help clients as
a professional.
Social jobs
When your customers want to look good or gain
power or status. These jobs describe how custom-
ers want to be perceived by others, for example,
look trendy as a consumer or be perceived as
competent as a professional.
Personal/emotional jobs
When your customers seek a specific emotional
state, such as feeling good or secure, for example,
seeking peace of mind regarding one’s invest-
ments as a consumer or achieving the feeling of
job security at one’s workplace.
Supporting jobs
Customers also perform supporting jobs in the
context of purchasing and consuming value either
as consumers or as professionals. These jobs arise
from three different roles:
BUYER OF VALUE: jobs related to buying
value, such as comparing offers, deciding which
products to buy, standing in a checkout line,
completing a purchase, or taking delivery of
a product or service.
COCREATOR OF VALUE: jobs related to
cocreating value with your organization, such
as posting product reviews and feedback or
even participating in the design of a product
or service.
TRANSFERRER OF VALUE: jobs related to the
end of a value proposition’s life cycle, such as
canceling a subscription, disposing of a product,
transferring it to others, or reselling it.
* The jobs to be done concept was developed independently
by several business thinkers including Anthony Ulwick of the
consulting firm Strategyn, consultants Rick Pedi and Bob
Moesta, and Professor Denise Nitterhouse of Depaul University.
It was popularized by Clay Christensen and his consulting firm
Innosight and Anthony Ulwick’s Strategyn.
Download trigger questions to help find customer jobs

Customer Pains
Pains describe anything that annoys your custom-
ers before, during, and after trying to get a job
done or simply prevents them from getting a job
done. Pains also describe risks, that is, potential
bad outcomes, related to getting a job done badly
or not at all.
Seek to identify three types of customer pains and
how severe customers ﬁnd them:
Undesired outcomes, problems,
and characteristics
Pains are functional (e.g., a solution doesn’t work,
doesn’t work well, or has negative side effects),
social (“I look bad doing this”), emotional (“I feel
bad every time I do this”), or ancillary (“It’s annoy-
ing to go to the store for this”). This may also
involve undesired characteristics customers don’t
like (e.g., “Running at the gym is boring,” or “This
design is ugly”).
Obstacles
These are things that prevent customers from
even getting started with a job or that slow them
down (e.g., “I lack the time to do get this job done
accurately,” or e.g. “I can’t afford any of the exist-
ing solutions”).
Risks (undesired potential outcomes)
What could go wrong and have important neg-
ative consequences (e.g., “I might lose credibility
when using this type of solution,” or e.g. “A security
breach would be disastrous for us”).
Tip: Make pains concrete.
To clearly differentiate jobs, pains, and gains,
describe them as concretely as possible. For
example, when a customer says “waiting in line
was a waste of time,” ask after how many minutes
exactly it began to feel like wasted time. That way
you can note “wasting more than x minutes stand-
ing in line.” When you understand how exactly
customers measure pain severity, you can design
better pain relievers in your value proposition.
+
-
Extreme
Moderate
Pain severity
A customer pain can be extreme or
moderate, similar to how jobs can
be important or insigniﬁcant to the
customer.
SESIÓN 2

SESIÓN 2
Gains describe the outcomes and benefits your
customers want. Some gains are required,
expected, or desired by customers, and some
would surprise them. Gains include functional
utility, social gains, positive emotions, and cost
savings.
Seek to identify four types of customer gains in
terms of outcomes and benefits:
Required gains
These are gains without which a solution wouldn’t
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
from a solution, even if it could work without them.
For example, since Apple launched the iPhone, we
expect phones to be well-designed and look good.
Desired gains
These are gains that go beyond what we expect
from a solution but would love to have if we could.
These are usually gains that customers would
come up with if you asked them. For example, we
desire smartphones to be seamlessly integrated
with our other devices.
Unexpected gains
These are gains that go beyond customer expec-
tations and desires. They wouldn’t even come
up with them if you asked them. Before Apple
brought touch screens and the App Store to the
mainstream, nobody really thought of them as
part of a phone.
Customer Gains
Tip: Make gains concrete.
As with pains, it’s better to describe gains as
concretely as possible to clearly differentiate
jobs, pains, and gains from one another. Ask how
much they’d expect or dream of when a customer
indicates “better performance” as a desired gain.
That way you can note “would love an increased
performance of more than x.” When you under-
stand how exactly customers measure gains (i.e.,
outcomes and benefits), you can design better
gain creators in your value proposition.
+
-
Essential
Nice to have
Gain relevance
A customer gain can feel essential
or nice to have, just like pains can
feel extreme or moderate to them.

SESIÓN 2
Products
and Services
This is simply a list of what you offer.
Think of it as all the items your cus-
tomers can see in your shop window
—metaphorically speaking. It’s an
enumeration of all the products and
services your value proposition builds
on. This bundle of products and services
helps your customers complete either
functional, social, or emotional jobs or
helps them satisfy basic needs. It is
crucial to acknowledge that products
and services don’t create value alone
only in relationship to a speciﬁc cus-
tomer segment and their jobs, pains,
and gains.
Your list of products and services may
also include supporting ones that
help your customers perform the roles
of buyer (those that help customers
compare offers, decide, and buy),
co-creator (those that help customers
co-design value propositions), and
transferrer (those that help customers
dispose of a product).
Your value proposition is likely to be composed
of various types of products and services:
Physical/tangible
Goods, such as manufactured products.
Intangible
Products such as copyrights or services such
as after-sales assistance.
Digital
Products such as music downloads or services
such as online recommendations.
Financial
Products such as investment funds and
insurances or services such as the ﬁnancing
of a purchase.
+
-
Essential
Relevance
It is essential to acknowledge that
not all products and services have
the same relevance to your custom-
ers. Some products and services are
essential to your value proposition,
some are merely nice to have.
Nice to have
29
STRATEGYZER.COM/VPD/CANVAS/1.2

SESIÓN 2
Pain Relievers
Pain relievers describe how exactly
your products and services alleviate
specific customer pains. They explicitly
outline how you intend to eliminate or
reduce some of the things that annoy
your customers before, during, or after
they are trying to complete a job or
that prevent them from doing so.
Great value propositions focus on pains
that matter to customers, in particular
extreme pains. You don’t need to come
up with a pain reliever for every pain
you’ve identified in the customer pro-
file—no value proposition can do this.
Great value propositions often focus
only on few pains that they alleviate
extremely well.
The following list of trigger questions can help you
think of different ways your products and services
may help your customers alleviate pains.
Ask yourself: Could your products and services…
produce savings? In terms of time, money, or
efforts.
make your customers feel better? By killing frus-
trations, annoyances, and other things that give
customers a headache.
fix underperforming solutions? By introducing new
features, better performance, or enhanced quality.
put an end to difficulties and challenges your
customers encounter? By making things easier or
eliminating obstacles.
wipe out negative social consequences your
customers encounter or fear? In terms of loss of
face or lost power, trust, or status.
eliminate risks your customers fear? In terms of
financial, social, technical risks, or things that
could potentially go wrong.
help your customers better sleep at night?
By addressing significant issues, diminishing
concerns, or eliminating worries.
limit or eradicate common mistakes customers
make? By helping them use a solution the right
way.
eliminate barriers that are keeping your customer
from adopting value propositions? Introducing
lower or no upfront investment costs, a flatter
learning curve, or eliminating other obstacles
preventing adoption.
+
-
Essential
Relevance
A pain reliever can be more or less
valuable to the customer. Make sure
you differentiate between essential
pain relievers and ones that are
nice to have. The former relieve
extreme issues, often in a radical
way, and create a lot of value. The
latter merely relieve moderate pains.
Nice to have
Download trigger questions
31

Gain Creators
Gain Creators describe how your
products and services create customer
gains. They explicitly outline how
you intend to produce outcomes and
benefits that your customer expects,
desires, or would be surprised by,
including functional utility, social gains,
positive emotions, and cost savings.
As with pain relievers, gain creators
don’t need to address every gain
identified in the customer profile.
Focus on those that are relevant to
customers and where your products
and services can make a difference.
The following list of trigger questions can help
you think of different ways your products and
services may help your customers obtain required,
expected, desired, or unexpected outcomes and
benefits.
Ask yourself: Could your products and services…
create savings that please your customers?
In terms of time, money, and effort.
produce outcomes your customers expect or
that exceed their expectations? By offering
quality levels, more of something, or less of
something.
outperform current value propositions and
delight your customers? Regarding specific
features, performance, or quality.
make your customers’ work or life easier? Via
better usability, accessibility, more services, or
lower cost of ownership.
create positive social consequences? By making
them look good or producing an increase in
power or status.
do something specific that customers are look-
ing for? In terms of good design, guarantees, or
specific or more features.
fulfill a desire customers dream about? By help-
ing them achieve their aspirations or getting
relief from a hardship?
produce positive outcomes matching your
customers’ success and failure criteria? In terms
of better performance or lower cost.
+
-
Essential
Relevance
A gain creator can produce more or
less relevant outcomes and benefits
for the customer just like we have
seen for pain relievers. Make sure
you differentiate between essential
and nice to have gain creators.
Nice to have
help make adoption easier? Through lower cost,
fewer investments, lower risk, better quality,
improved performance, or better design.
help make adoption easier? Through lower cost,
improved investments, lower risk, better quality,
improved performance, or better design.
Download trigger questions
33
SESIÓN 2

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Curso: Business Model Canvas
Sesión 2

Bmc business model canvas

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