How do you map your value and the value that your product and service is providing in the market? We're gonna examine this in the context of value motivation, and we're gonna explore this through a new technique and a new model, that's driven by value proposition design. With value proposition design, we're really looking at the element of fit regarding two areas, one is the value map, the value proposition map. And the other is the customer profile, and that will be the customer segment profile. When we examine the value map, this really works to describe the features of a specific value proposition in your business model. To put it more simply, we wanna look at three things. We wanna look at the product and services that a value proposition is built around. So kind of, what do you do or what's the benefit of what you do? We wanna look at the pain relievers of how your product and services alleviate customer pains, inconveniences, undesirable elements. And third, we'll, we want to look at the gain of creators, what is it that you're doing, that enables customers to have benefits and to improve their lives in some way? We'll map these elements to the customer profile, to the customer segment profile. That describes a specific segment in your business model in a detailed way. And we're gonna look at that along three difference facets. One is customer jobs, really working to understand what customers are trying to get done in their work, in their personal life, and some expression of their own wants and needs. We're also gonna look at the pains, the bad outcomes, the risk, the undesirable elements that are related to those jobs. And we're gonna look at the gains. What is it that the customer wants to happen? What do they want to achieve? What are the concrete benefits that they are seeking as part of those jobs? And then it's that element of fit, when we work to map the value to those needs, that really gives us insights on, are we doing the intended job? Are we having the intended impact that we hope to have? Steps to understand this really begins with visualizing what matters to your customers, and it really starts with putting yourself in their shoes. So as you do customer analysis, you will have selected a customer segment that you want to target, that you want to profile as step one. From there you want to identify the customer jobs. You want to understand what is it that they're trying to complete. What is it that they're trying to accomplish as related to the products or services that you have in mind. The third element is to identify the customer pains. What are the downsides? What are the unintended elements? What are the obstacles or risk that they incur in trying to get that job done? The fourth element is identifying the customer gains. What outcomes and benefits do they have in mind to achieve? Lastly, in step five we're going to prioritize each of these. Not every gain is equal. Not every pain is equal. So we want to order, respectively, the job, the pain, the gain, to really understand the one's that are most extreme, the ones that are most essential. From the ones that are nice to have, or the ones that are really not that important at all, when considered versus the others. For the mapping element, once we've done that, we can list the products and services of our value proposition. We can outline the pain relievers that we have and see how they map to what the customer has told us. We can also look at the gains in part three. And we can think about how the products and services that we aim to create can assist in helping customers realize that gain. And we can look at the relative order of importance in this context, of ranking products and services, the pain relievers and the gain creators, according to how essential they are to customers. Lastly, we assess this measure of fit. Once we have outlined and defined our value proposition on the left hand side, we can one, be sure that we have accounted for all of the various elements that we believe add value. But more importantly, we can look at the right hand side and really think about, are there jobs, pains, or gains that we do not address? This helps us in determining, are there elements that we need to rethink or redesign in our value proposition, in the features and benefits of our product? Or are there elements that we spend a lot of time or spend a lot of money in developing, that aren't that important, that we may be able to remove and then refocus those elements. So this brings us back to thinking about different elements of the value curve, and are there things that we can reduce or eliminate because they aren't key drivers of a customers decision to buy and experience our products or services? So in summary, when we think about value proposition design, we want to start with seeking some evidence. Hearing that voice of the customer, about what do they care about. Specifically, what jobs, pains and gains do they experience? We want to design our value proposition towards that and test that. We want to look to evidence that gives us some idea that what we're doing really creates value and creates sustainable value in the marketplace.
