Startup Secrets Sandbox

Explore

Startup Secrets Sandbox

Startup Secrets Sandbox

Customer Value Proposition

Create a product people will actually buy, or a service people will use

Last edited 5 hours ago by Michael Skok

Synopsis

Frameworks

Value Proposition GPT

One of the top reasons startups fail is surprisingly simple: The value proposition isn’t compelling enough to prompt a customer to buy. Maybe they have too many other competing priorities. Or the existing solutions, while imperfect, are “good enough.” Whatever the reason, the product doesn’t provide enough value to spark customer action and sustain a business.

Nailing your value proposition — an outline of the benefit you provide to whom, and how you do it uniquely well — can make or break your startup.

In this workshop, we will guide you through a series of frameworks to articulate and validate your value prop and ensure that it’s truly compelling to customers.

The workshop is broken into three modules:

⁠

DEFINE the Problem or Opportunity⁠

⁠

EVALUATE the Solution⁠

⁠

BUILD the Value Proposition⁠

⁠

Each one has frameworks to engage in “self discovery” on the particular venture, led by the workshop leader from a whiteboard or if online, from a form of this workbook.

If you’d like to chat with our AI to help you with your value proposition, jump to this page
`Value Proposition GPT`⁠

Note that your Customer Value Proposition is part of creating a
`Customer-Centric Business Model`⁠

Gallery

Want to print your doc?
This is not the way.

Try clicking the ⋯ next to your doc name or using a keyboard shortcut (

CtrlP

) instead.

Customer Value Proposition

If you’d like to chat with our AI to help you with your value proposition, jump to this page Value Proposition GPT⁠

Note that your Customer Value Proposition is part of creating a Customer-Centric Business Model⁠

If you’d like to chat with our AI to help you with your value proposition, jump to this page
`Value Proposition GPT`⁠

Note that your Customer Value Proposition is part of creating a
`Customer-Centric Business Model`⁠