A logical framework of value-delivery

Real and Complete Value Propositions – Managers then learn to interpret these becoming the customer insights, and thus formulate a winning Value Proposition that would generate meaningful growth. Choosing such a proposition means making a disciplined, precise decision as to what the business will ask customers to do (including what products and services they will be asked to buy and use), and what specific experiences the business will cause the customer to have as a result.

A REAL & COMPLETE VALUE PROPOSITION Is an explicit, disciplined strategic Choice: I. Who are the target entities for this Value Proposition (VP)? II. What is this VP's time horizon? III. What do we want these target entities to do? IV. What competing alternative(s) do these entities have? V. What resulting experiences (including price) will they derive, vs. these alternative(s), if they do as we propose? NB: Resulting experiences are events in an entity's business/life, resulting from doing as we propose - buying/using our product/service These experiences have end-result consequences with relative value Many winning VP's are trade-offs: Some experiences are inferior

"VALUE PROPOSITIONS" ARE MOST OFTEN NOT REAL & NOT COMPLETE Statements called "Value Propositions" are common, but often unactionable, superficial, internally-driven or customer-compelled REAL & COMPLETE VALUE PROPOSITIONS ARE ACTIONABLE CHOICES OF: NOT: Measurable, specific proposed results Vague, indecisive platitudes and unactionable lists of general categories What will happen for the entity Internally-driven statements of what we will do Experiences that we believe the entity would value Customer-compelled regurgitations of what customers say they want/require What we will and will not deliver - includes tradeoffs Promises of the moon