3. Session
Outcomes
• Get
to
know
your
UpStarter
colleagues
• Build
knowledge
base
and
experience
using
Business
Model
Canvas
(specifically
VP
&
Customer
Discovery)
in
order
to
accelerate
organizaFonal
or
project
launch
process
• Increase
comfort
with
the
use
of
business
language
in
the
social
sector
• Foster
skills
needed
to
meet
“pain”
and
“gain”
points
of
customers
and
further
develop
the
organizaFon’s
Value
ProposiFon
• Strengthen
ability
to
explain
relaFonship
(product
market
fit)
between
value
proposiFon
and
customer
segments
3
Business
Model
Canvas
4. Agenda:
Day
One
9:00
–
9:30am
Breakfast
and
Welcome
9:30
–
9:50am
Jewish
Learning
and
Icebreaker
9:50
–
10:00am
ObjecFves
for
the
Day
10:00
–
10:30am
IntroducFon
to
Business
Model
Canvas
10:30
–
12:00pm
Immersive
Experience
in
VP,
Customer
Discovery,
&
“Fit”
12:00
–
1:00pm
Lunch
1:00
–
2:00pm
More
Immersive
Experience
in
VP,
Customer
Discovery,
&
“Fit”
2:00
–
3:00pm
Pitch
the
“fit”
and
Feedback
3:15
–
4:00pm
Value
ProposiFon
Design
4:00
–
4:30pm
Wrap
up:
End
of
Day
Learnings
and
House
Cleaning
4:30pm
Adjourn
5:00pm
Social
Time
Followed
by
Dinner
at
6pm
4
5. Agenda:
Day
Two
9:00
–
9:30am
Breakfast
and
Welcome
9:30
–
9:50am
Jewish
Learning
and
Icebreaker
9:50
–
10:00am
ObjecFves
for
the
Day
10:00
–
12:00pm
Customer
Discovery
12:00
–
1:00pm
Lunch
1:00
–
2:00pm
Product
Market
Fit,
Developing
the
Pitch
2:00
–
3:00pm
Delivery,
PracFce
and
Refinement
of
the
Pitch
3:00
–
3:30pm
Develop
AcFon
Plan
3:30
Wrap
Up,
Shared
Learnings,
Up
Coming
UpStarter
Programs
4:00pm
Adjourn
5
8. Osterwalder,
A.
and
Pigneur,
Y.
(2010).
Business
Model
GeneraFon,
New
Jersey.
A
business
model
describes
the
ra7onale
of
how
an
organiza7on
creates,
delivers,
and
captures
value.
8
What
is
a
Business
Model?
10. 10
What
is
the
Business
Model
Canvas?
What are the most important costs inherent in our business model?
Which Key Resources are most expensive?
Which Key Activities are most expensive?
Through which Channels do our Customer Segments
want to be reached?
How are we reaching them now?
How are our Channels integrated?
Which ones work best?
Which ones are most cost-efficient?
How are we integrating them with customer routines?
For what value are our customers really willing to pay?
For what do they currently pay?
How are they currently paying?
How would they prefer to pay?
How much does each Revenue Stream contribute to overall revenues?
For whom are we creating value?
Who are our most important customers?
What type of relationship does each of our Customer
Segments expect us to establish and maintain with them?
Which ones have we established?
How are they integrated with the rest of our business model?
How costly are they?
What value do we deliver to the customer?
Which one of our customer’s problems are we helping to solve?
What bundles of products and services are we offering to each Customer Segment?
Which customer needs are we satisfying?
What Key Activities do our Value Propositions require?
Our Distribution Channels?
Customer Relationships?
Revenue streams?
Who are our Key Partners?
Who are our key suppliers?
Which Key Resources are we acquiring from partners?
Which Key Activities do partners perform?
What Key Resources do our Value Propositions require?
Our Distribution Channels? Customer Relationships?
Revenue Streams?
Day Month Year
No.
This work is licensed under the Creative Commons Attribution-Share Alike 3.0 Unported License.
To view a copy of this license, visit http://creativecommons.org/licenses/by-sa/3.0/
or send a letter to Creative Commons, 171 Second Street, Suite 300, San Francisco, California, 94105, USA.
17. Business
Model
Challenge
The
business
concept
must
be
simple,
relevant
and
intui7vely
understandable,
while
not
oversimplifying
the
complexi7es
of
how
nonprofits
func7on.
Osterwalder,
A.
and
Pigneur,
Y.
(2010).
Business
Model
GeneraFon,
New
Jersey.
17
18. 18
Business
Model
Canvas
Exercise
Post
your
business
model
canvas
on
the
wall.
Be
prepared
over
the
next
two-‐days
to
make
changes
to
it
as
you
have
epiphanies—share
those
epiphanies!
Don’t
be
inFmidated…it
is
okay
to
make
changes
and
change
back
and
change
again.
19. Steve
Blank.
How
to
Build
a
Startup.
Udacity.com
19
What
is
a
Value
ProposiQon?
20. conversionxl.com/value-‐proposiFon-‐examples-‐how-‐to-‐create
Your
value
proposiFon
is
the
first,
and
olen
the
only,
opportunity
you
have
to
make
an
impression
on
a
prospecFve
customer,
user,
or
investor.
A
value
proposiFon
is
a
promise
of
value
to
be
delivered.
It’s
the
primary
reason
a
prospect
should
chose
you.
In
a
nutshell,
value
proposiFon
is
a
clear
statement
that
explains
how
your
product
solves
customers’
problems
or
improves
their
situaFon
(relevancy),
delivers
specific
benefits
(quanFfied
value),
tells
the
ideal
customer
why
they
should
buy
from
you
and
not
from
the
compeFFon
(unique
differenFaFon).
20
What
is
a
Value
ProposiQon?
21. Steve
Blank.
How
to
Build
a
Startup.
Udacity.com
21
What
is
a
Customer
Segment?
22. Steve
Blank.
How
to
Build
a
Startup.
Udacity.com
22
What
is
a
Customer
Segment?
Who
are
the
people
you
will
serve?
23. Steve
Blank.
How
to
Build
a
Startup.
Udacity.com
23
What
is
a
Customer
Segment?
Who
are
the
people
or
organizaFons
that
you
will
serve?
31. Group
Work
(about
45
minutes)
31
Value
ProposiQon
Canvas
So
what
we
thought
we
would
do
now
is
gain
some
“hands
on”
experience
using
the
VP
Canvas….
Mock
organizaFon:
Your
organizaFon,
Wave
Café,
wants
to
enhance
the
commuFng
experience
of
ferry
goers
by
providing
coffee
service.
Using
sQcky
notes,
develop
your
Value
ProposiQon
on
the
VP
Canvas
(15
min).
Write
out
your
Value
ProposiFon
statement
for
your
concept
and
place
it
on
the
canvas.
Make
sure
you
are
able
to
answer
the
following
about
your
VP:
What
value
will
we
bring
to
our
customers/users?
Or
what
impact
will
we
make
in
our
community?
You
might
use
a
sentence
such
as:
[Name
of
Idea]
will
provide
[programs
and
services],
that
will
be
[statement
of
key
differenFators]
for
[target
users/beneficiaries],
and
thereby
will
create
[a
statement
of
social
value/impact],
unlike
[compeFFon].
Using
sQcky
notes,
develop
your
Customer
Segments
on
the
VP
Canvas
(15
min).
Write
out
the
the
pass/fail
test
(hypothesis)
you
would
want
to
know
if
you
were
interviewing
customers?
Rank
your
pains
&
gains.
Develop
a
customer
archetype
that
answers:
Who
are
they?
What
is
the
day
in
the
life
of
your
segment?
Are
they
a
decision
maker?
What
do
you
know
about
them?
32. torgronsund.com/2011/11/29/7-‐proven-‐templates-‐for-‐creaFng-‐value-‐proposiFons-‐that-‐work/
32
Value
ProposiQon
Template
Geoff
Moore
in
Crossing
the
Chasm
suggests
a
specific
template
for
creaFng
your
value
posiFoning.
In
addiFon
to
the
first
part
below,
Moore
also
introduces
a
second
statement
focused
on
compeFFve
posiFoning.
Template
For
____________
(target
customer)
who
____________
(statement
of
the
need
or
opportunity)
our
(product/service
name)
is
____________
(product
category)
that
(statement
of
benefit)
____________
.
Sample
For
non-‐technical
marketers
who
struggle
to
find
return
on
investment
in
social
media
our
product
is
a
web-‐based
analyFcs
solware
that
translates
engagement
metrics
into
acFonable
revenue
metrics.
IDEO
(pronounced
“eye-‐dee-‐oh”)
is
an
award-‐winning
global
design
firm
that
takes
a
human-‐
centered,
design-‐based
approach
to
helping
organizaFons
in
the
public
and
private
sectors
innovate
and
grow.
34. 34
Customer
Discovery
and
Interviews
So
now
that
we
have
a
VP
Canvas
and
some
guesses
about
our
Value
ProposiFon
and
our
Customer
Segment
we
thought
it
might
be
interesFng
to
do
some
customer
interviews
Before
we
do.
Let’s
talk
about
the
interview
process.
35. dschool.stanford.edu/wp-‐content/themes/dschool/method-‐cards/interview-‐for-‐empathy.pdf
35
Customer
Interviews
Interview for Empathy
METHOD
We want to understand a person’s thoughts, emotions, and motivations, so that we can determine how to
innovate for him or her. By understanding the choices that person makes and the behaviors that person
engages in, we can identify their needs and design for those needs.
Ask why. Even when you think you know the answer, ask people why they do or say things. The answers
will sometimes surprise you. A conversation started from one question should go on as long as it needs to.
Never say “usually” when asking a question. Instead, ask about a specific instance or occurrence, such as
“tell me about the last time you ______”
Encourage stories. Whether or not the stories people tell are true, they reveal how they think about the
world. Ask questions that get people telling stories.
Look for inconsistencies. Sometimes what people say and what they do are different. These
inconsistencies often hide interesting insights.
Listen to nonverbal cues. Be aware of body language and emotions.
Don’t be afraid of silence. Interviewers often feel the need to ask another question when there is a pause.
If you allow for silence, a person can reflect on what they’ve just said and may reveal something deeper.
Don’t suggest answers to your questions. Even if they pause before answering, don’t help them by
suggesting an answer. This can unintentionally get people to say things that agree with your expectations.
Ask questions neutrally. “What do you think about buying gifts for your spouse?” is a better question than
“Don’t you think shopping is great?” because the first question doesn’t imply that there is a right answer.
Don’t ask binary questions. Binary questions can be answered in a word; you want to host a conversation
built upon stories.
Only ten words to a question. Your user will get lost inside long questions.
Only ask one question at a time, one person at a time. Resist the urge to ambush your user.
Make sure you’re prepared to capture. Always interview in pairs. If this is not possible, you should use a
voice recorder—it is impossible to engage a user and take detailed notes at the same time.
Visual adapted from Michael Barry, Point Forward
Intro
ProjectIntro
Yourself
Build
Rapport
Evoke
Stories
Explore
Emotions
Question
Statements
Thank &
Wrap-up
37. Group
work
(about
45
minutes)
37
Customer
Discovery
Interviews
The
purpose
of
customer
interviews
is
to
“test”
the
value
of
your
product.
This
will
provide
the
data
needed
to
understand
if
your
VP
is
serving
a
Customer
Segment
or
if
you
need
to
“pivot.”
Round
Robin
Interview
of
Advisors
(3
interviews)
to
test
hypothesis.
Structure:
One
team
member
interviews
and
one
member
takes
notes
so
that
you
can
debrief
the
experience
later.
PreparaQon:
Develop
list
of
interview
quesFons
that
test
your
hypothesis
and
are
open-‐ended/indirect.
(5
minutes)
Interviews.
(30
minutes)
Refinement:
Make
changes
to
Value
ProposiFon
or
Customer
Segment
based
on
interview
findings
on
VP
Canvas.
(10
min)
What
did
we
learn?
.
38. torgronsund.com/2011/11/29/7-‐proven-‐templates-‐for-‐creaFng-‐value-‐proposiFons-‐that-‐work/
38
Value
ProposiQon
Template
Geoff
Moore
in
Crossing
the
Chasm
suggests
a
specific
template
for
creaFng
your
value
posiFoning.
In
addiFon
to
the
first
part
below,
Moore
also
introduces
a
second
statement
focused
on
compeFFve
posiFoning.
Template
For
____________
(target
customer)
who
____________
(statement
of
the
need
or
opportunity)
our
(product/service
name)
is
____________
(product
category)
that
(statement
of
benefit)
____________
.
Sample
For
non-‐technical
marketers
who
struggle
to
find
return
on
investment
in
social
media
our
product
is
a
web-‐based
analyFcs
solware
that
translates
engagement
metrics
into
acFonable
revenue
metrics.
IDEO
(pronounced
“eye-‐dee-‐oh”)
is
an
award-‐winning
global
design
firm
that
takes
a
human-‐
centered,
design-‐based
approach
to
helping
organizaFons
in
the
public
and
private
sectors
innovate
and
grow.
39. Group
Work
(about
60
min)
39
VP
“fit”
and
Customer
Segment
ExplanaQon
of
“Wave
Café”
Value
ProposiQon
and
Customer
Segment
fit.
Develop
and
PracFce
pitch
of
product
market
“fit”
(15
min).
Structure:
Work
with
advisor
to
develop
a
short
presentaFon
(2
minutes
and
if
you
feel
creaFve
you
can
act
it,
draw
or
animate
it
in
some
way—or
just
explain
it)
that
details
out:
1. What
is
your
value
proposiFon
2. Who
is
your
customer
3. What
is
the
“fit”
and
why
will
it
be
effecFve
Pitch
the
“fit.”
Rapid
round:
Present
to
the
group
and
feedback
from
advisors.
(40
min)
What
did
we
learn?
41. VP
refinement
&
delivery
(about
45
minutes)
41
Value
ProposiQon
Crabing
&
Refinement
FOR
YOUR
ORGANIZTION
(not
the
Mock
OrganizaQon)
The
goal
in
this
session
is
to
cral
and
refine
your
Value
ProposiFon
statement
to
level
that
you
would
feel
good
sharing
it
at
a
social
event
with
a
potenFal
customer,
user,
investor
(e.g.,
cocktail
party).
Write
a
Value
ProposiQon
statement
for
a
customer
segment.
(20
min)
A
value
proposiFon
is
a
promise
of
value
to
be
delivered.
It’s
the
primary
reason
a
prospect
should
chose
you.
In
a
nutshell,
value
proposiFon
is
a
clear
statement
that
explains
how
your
product
solves
customers’
problems
or
improves
their
situaFon
(relevancy),
delivers
specific
benefits
(quanFfied
value),
tells
the
ideal
customer
why
they
should
buy
from
you
and
not
from
the
compeFFon
(unique
differenFaFon).
See
Value
Proposi7on
Template
for
example
format.
Present
your
Value
ProposiQon
statement
to
the
group.
(20
min)
Opportunity
for
feedback
and
clarifying
quesFons.
Share
learning
43. 43
Wrap
Up:
End
of
Day
Learnings
9:00
–
9:30am
Breakfast
and
Welcome
9:30
–
9:50am
Jewish
Learning
and
Icebreaker
9:50
–
10:00am
ObjecFves
for
the
Day
10:00
–
10:30am
IntroducFon
to
Business
Model
Canvas
10:30
–
12:00pm
Immersive
Experience
in
VP,
Customer
Discovery,
&
“Fit”
12:00
–
1:00pm
Lunch
1:00
–
2:00pm
More
Immersive
Experience
in
VP,
Customer
Discovery,
&
“Fit”
2:00
–
3:00pm
Pitch
the
“fit”
and
Feedback
3:15
–
4:00pm
Value
ProposiFon
Design
4:00
–
4:30pm
Wrap
up:
End
of
Day
Learnings
and
House
Cleaning
4:30pm
Adjourn
5:00pm
Social
Time
Followed
by
Dinner
at
6pm
