The value proposition describes the advantages that a company’s products and services will provide to its customers. The Customer Value Proposition can be abbreviated to CVP. It is a marketing word for a statement of a company’s overall value to a consumer in exchange for money. The Customer Value Proposition is utilized to persuade clients that this company’s product is superior to those of competitors.
There are three key components of a value proposition being:
- Quantified value: The benefits that your product can deliver to customers are included in your customer value proposition. It’s critical that you state exactly what you’re selling in plain English. Consider the emotional, economic, and symbolic value of your product, as well as its practical value, when determining how your product gives value to customers.
- Differentiation: Your customer value proposition explains how your product differs from similar items in a way that convinces customers that yours is the best option. This could include additional product features, local availability, or service benefits such as maintenance, guarantees, or warrantees.
- Relevance: Your customer value proposition explains how your product fits into their lives, businesses, or requirements. Consider your target audience, and then consider how your product might benefit this individual buyer.
Value Proposition Canvas
The Value Proposition Canvas is a tool that may be used to ensure that a product or service is positioned around the values and demands of the client. It is a close examination of the link between two components of Osterwalder’s larger Business Model Canvas: client segmentation and value propositions.
Jobs are the tasks that your clients are attempting to complete at work or in their personal lives. A client job could be the tasks they are attempting to complete, the issues they’re attempting to resolve, or the wants they are attempting to meet. When looking for jobs, make sure to consider the customer’s point of view.
What you consider vital from your perspective may not be the job that customers are seeking to do. Separate the three types of client jobs to be completed and the supporting jobs:
- Functional jobs: When your consumers are attempting to do or complete a certain action or address a specific problem, such as mowing the lawn, eating healthy as a consumer, writing a report, or providing professional assistance to clients.
- Social jobs: When your customers want to seem nice, attain authority, or achieve a certain level of prestige. These roles define how customers desire to be regarded by others, such as seeming fashionable as a consumer or competent as a professional.
- Personal/Emotional jobs: When your clients are looking for a specific emotional state, such as feeling happy or secure, such as having peace of mind about their consumer investments or gaining a sense of job security at work.
Customer jobs are frequently dependent on the context in which they are completed. Certain constraints or limitations may be imposed by the context. When going by rail, for example, calling someone on the spur of the moment is not the same as driving a car. Going to the movies with your children is not the same as going with your boyfriend.
It is critical to recognize that not all jobs are equally significant to your consumer. Some are more important in a customer’s business or life since failing to complete them could result in serious consequences. Some are unimportant because the buyer is more concerned about other factors. A client may consider a work critical because it occurs frequently or will result in a desired or undesirable outcome.
Pains are anything that irritates or stops your clients from getting a job done before, during, or after they try to get a service done. Risks, or potential negative effects, associated with doing a work poorly or not at all, are also described by pains. Identify three types of customer pains and the severity with which they are experienced by customers:
- Undesired outcomes, problems, and characteristics: Pains can be functional (e.g., a solution doesn’t work, doesn’t work well, or has unpleasant side effects), social (e.g., “I look horrible doing this”), emotional (e.g., “I feel bad every time I do this”), or ancillary (e.g., “Going to the store for this is annoying”). This could also include unfavorable aspects that clients dislike (for example, “Running at the gym is dull,” or “This design is unsightly”).
- Obstacles: These are obstacles that hinder clients from starting a job or slow them down (for example, “I don’t have the time to accomplish this job well,” or “I can’t afford any of the available solutions”).
- Risks: (potentially undesirable effects) What may go wrong and have serious ramifications (for example, “I might lose credibility if I use this type of solution,” or “A security breach would be catastrophic for us”).
Tip for Customer Pains
Make your aches and pains solid. Describe jobs, hurts, and gains as precisely as possible to distinguish them. When a customer says “waiting in line was a waste of time,” for example, inquire as to how many minutes specifically it felt like it was a waste of time. You can then make a note that you “stood in line for more than x minutes.” You can design better pain remedies in your value proposition after you understand how clients estimate pain severity.
A customer’s pain can be severe or mild, just as a customer’s job can be essential or minor. The following list of trigger questions can help you think of different potential customer pains:
- What does “too expensive” mean to your customers?
- Does it take a long time, cost a lot of money, or demand a lot of effort? What makes your clients unhappy?
- What are their pet peeves, annoyances, or headache-inducing situations?
- What are the ways in which your present value offerings are underperforming for your customers?
- What are the features that they are missing?
- Are there any performance issues or glitches that they complain about?
- What are the most common problems and issues that your clients face?
- Do they have a good understanding of how things function, have trouble getting things done, or are they resistant to certain jobs for specific reasons?
- What societal ramifications do your consumers experience or fear?
- Are they fearful of losing their face, power, trust, or social standing?
- What are the dangers that your customers are concerned about?
- Are they concerned about financial, societal, or technical dangers, or are they pondering what might go wrong?
- What is it that keeps your customers up at night?
- What are their main concerns, fears, and issues?
- What are some of your customers’ most typical blunders?
- Are they implementing a solution incorrectly?
- What are the roadblocks to your customers accepting a value proposition?
- Are there any upfront expenditures, a steep learning curve, or other roadblocks to adoption?
Describe the desired objectives and benefits for your clients. Customers require, expect, or desire some benefits, while others would surprise them. Functional value, social gains, pleasurable feelings, and cost savings are just a few of the benefits. In terms of outcomes and advantages, look for four sorts of consumer gains:
- Required gains: These are benefits without which a solution would be ineffective. For example, the most basic expectation we have of a smartphone is that it would allow us to make a phone call.
- Expected gains: Even if a solution could function without them, we anticipate these basic benefits from it. Since the advent of the iPhone, for example, we have come to expect phones to be well-designed and attractive.
- Desired gains: These are benefits that go above and beyond what we would expect from a solution, but which we would love to have if we could. If you asked customers, they would usually come up with these gains. For example, we want our smartphones to work in unison with our other devices.
- Unexpected gains: These are benefits that go above and beyond the expectations and wants of customers. If you asked them, they wouldn’t even think about them. Before Apple popularized touch screens and the App Store, no one considered them to be part of a phone.
Tip: Make gains concrete
- Gains, like pains, should be described as concretely as possible to distinguish occupations, pains, and gains from one another.
- When a consumer specifies “improved performance” as a desired gain, inquire about how much they expect or wish for.
- “Would enjoy an increase in performance of greater than x,” you can write.
- You may create better gain creators in your value proposition once you understand how clients assess gains (i.e., outcomes and benefits).
Customer gains can feel necessary or lovely to have, just as pains can be severe or little. The following list of trigger questions can help you think of different potential customer gains:
- Which cost-cutting measures would please your customers?
- Which time, money, and effort savings would they appreciate the most?
- What level of quality do they expect, and what would they prefer to see more of or less of?
- How do your customers respond to current value propositions?
- What characteristics do they like the most? What level of performance and quality are they looking for?
- What would make it easier for your customers to do their jobs or live their lives?
- Is there a possibility of a shorter learning curve, more services, or reduced ownership costs?
- What kind of beneficial social outcomes do your clients want?
- What makes them so attractive? What gives them more power or prestige?
- What do buyers want the most? Are they looking for good design, assurances, specific features, or more?
- What do your customers fantasize about?
- What do they want to accomplish, or what would bring them great relief?
- What criteria do your consumers use to determine success and failure?
- What criteria do they use to evaluate performance or cost?
- What would make it more likely for your customers to adopt a value proposition?
- Do they want a lower price, a lesser investment, a reduced risk, or a higher quality?
The significance of the job Sort jobs into categories based on how important they are to consumers. The degree of the pain. Rank the pains in terms of how severe they are in the opinion of the clients. Become more relevant Customers rate them based on how important they are to them.