lflp concept development lab #1
TRANSCRIPT
#LFLP15
LAB #1: CUSTOMERS AND VALUE PROPOSITION
concept development labs LOCAL FOOD LAUNCHPAD
welcome
join the conversa.on on twi0er with @goodfoodproj
@DoingSomeGood #LFLP15
DAVID HOOD @DavidAHoodMELINA CHAN @MelinaChan
doing something
good
STEPH GESLING @StephGesling
Local Food Launchpad brought to you by
with thanks to…
#LFLP15
David Hood DOING SOMETHING GOOD
@DavidAHood
workshop program• welcome
• shaping good ideas
• introducFon to Human-‐Centred Design
• introducFon to Business Model Canvas
• work on your Business Model Canvas
• 1. Customer Segments
• 2. Value ProposiFon
• geMng to know your customers/users/members/supporters
#LFLP15
Tasia Karlis CITY OF MELBOURNE
@cityofmelbourne
check in
check in
shaping good ideas
“If I had an hour to solve a problem I'd spend 55 minutes thinking about the problem and five minutes thinking about solu:ons.”
the five phases of design thinking
http://thinkingofdesign.blogspot.com.au/
http://hci.stanford.edu/dschool/resources/design-process/readable.html
intro to Human-‐centred Design
shaping great ideasStart with
why Why are you doing this? What is the situaFon you want to change and why is it important to change? What might change look like? What do you believe is possible? What is your preferred future?
Build your understanding of the context 1 What is the current situaFon? Who does it impact? What is it’s impact
on people, the planet, the economy? What are the possible causes? Observe. Listen. Learn. Enquire.
Iden7fy your target audience
Who are you designing your service or product for? Be specific. Who believe’s what you believe? It’s not everybody.
Get to know your target audience
3 Seek to understand their needs and aspiraFons, what moFvates them and their challenges. Develop user personas and user journeys to provide valuable insights.
Iden7fy the problem you are solving
How does your idea help your target audience to get what they need or what they value? How does it help them to overcome challenges and barriers?
Prototype and test ideas
Gain insights into customers’ needs by designing and deploying the smallest amount of funcFonality possible (AKA your minimum viable product/service). Evolve the soluFon based on insights provided by engaged early adopters.
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START WITH
WHY
People don’t buy what you do they buy why you do it. ~ Simon Sinek
‣ why: belief, moFvaFon or purpose
‣ how: experience or process ‣ what: details of product of service
Why do you believe growing and accessing more local food is important?
research
human-centred
design
why use a human-‐centred design approach?“Because it can help your organizaFon connect be`er with the people you serve. It can transform data into acFonable ideas. It can help you to see new opportuniFes. It can help to increase the speed and effecFveness of creaFng new soluFons.”
h`p://www.ideo.com/work/human-‐centered-‐design-‐toolkit/
design thinking
Getting to know your audience
1000 true fans
Who needs your idea the most?
What’s their history in relaFonship to eaFng, growing, preparing and buying food?
What’s their rouFne? Daily, weekly, monthly, annually?
What are their personal goals around eaFng, cooking, health & wellbeing? What moFvates them?
What are the challenges they face to growing or buying local food? What are the constraints/barriers?
What sort of experience are they looking for? What sort of interacFon do they want to have with others/you?
What sort of thing might you expect them to say about their ideal experience and why they love it?
Empathy is not just about walkingin another's shoes. First you must remove your own.
EMPATHY MAP
What do I see?
What do I say and do?
What do I hear?
How do I feel? What do I think?
Pain GainFears | Frustrations | Obstacles Wants/Needs | Measures of Success
Persona: Scenario:
getting ready arrive depart fall asleep
ENABLING CONDITION
SCENARIO
Persona: Scenario:
POINT OFDECISION
POTENTIALHURDLE
Having a great idea doesn't guarantee success. A great business idea must also have a great business model to support and sustain it.
Alex Osterwalder
intro to business models
What is a business model?
Def_Business Model
A business model describes the raFonale of how an organisaFon creates, delivers, and captures value.
Source: Business Model Generation
A shared language for describing, visualizing, assessing, and changing business models
The Business Model Canvas
bmgen_final.indd 12 6/15/10 5:31 PM
1. customers 2. value proposition
3. channels 4. customer relationships
5. revenues 6. key resources
7. key activities
8. partnerships
9. costi BusinessModelCanvas
The
Business Model
explained to my
Grandmother
[email protected] in Italiano http://slidesha.re/eGZRLO
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9 building blocks > summary
9 Business Modelbuilding blocks
customers
value proposition
channels
customer relationship
revenues
key resources
key activities
partnerships
costs
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2.
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9.
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Business Model Canvas > intro
Let's organize the 9 building blocks: theBusiness Model Canvas
Who:the Business Model Canvas was invented by Alexander Osterwalder and published in his book: Business Model Generation
What:a framework showing the building blocks' relationships
The Business Model Canvas is a tool for you to design, analyse, test and describe your business model and how your organisaFon intends to create, deliver, and capture value in a profitable way.
Why use Business Model Canvas?Fundamentally, it delivers three things:
1. Focus: Stripping away the 40+ pages of ‘stuff’ in a tradiFonal business plan, it can help to clarify and focus on what’s driving the business (and what’s non-‐core and geMng in the way).
2. Flexibility: It’s a lot easier to tweak the model and try things (from a planning perspecFve) with something that’s siMng on a single page.
3. Transparency: Your team will have a much easier Fme understanding your business model and be much more likely to buy in to your vision when it’s laid out on a single page.
getting started
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1. customer segments
The Customer Segments Building Block defines the different groups of people or organizaFons an enterprise aims to reach and serve.
Customer SegmentsThere are different types of market segments:
1. Mass market
2. Niche market
3. Segmented
4. Diversified
5. MulF-‐sided plamorms (or mulF-‐sided markets)
Key QuesFons1. For whom are we creaFng value?
2. Who are our most important customers?
7psCustomer groups represent separate segments if: • Their needs require and jusFfy a disFnct offer • They are reached through different DistribuFon Channels • They require different types of relaFonships • They have substanFally different profitabiliFes • They are willing to pay for different aspects of the offer
ac>vity1. Which customer segment are you targeFng?
2. Is there a parFcular niche within that market segment that you are targeFng? What is it?
next…• develop 2-‐3 personas for each of your customer segments • idenFfy what they value & idenFfy what problems they have
• idenFfy the barriers they face to geMng acFve • map out a day in the life for each customer segment • what is their usual rouFne? • what are their habits?
• which trend/s are you tapping in to with your concept?
2. VALUE PROPOSITIONS
The Value Proposi7ons Building Block describes the bundle of products and services that create value for a specific Customer Segment.
Value Proposi7onsElements from the following non-‐exhaus:ve list of quan:ta:ve or qualita:ve values can contribute to customer value crea:on:1. Newness 2. Performance 3. CustomizaFon 4. “GeMng the job done” 5. Design 6. Brand/status
7. Price 8. Cost reducFon 9. Risk reducFon 10. Accessibility 11. Convenience/Usability
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Tips• Make it as plain as day • Use your customer’s language. How would they describe the benefits themselves?
• Strengthen your case • Customer tesFmonials • Assurance • Social proof
Key Ques7ons1. What value do we deliver to the customer?
2. Which one of our customer’s problems are we helping to solve?
3. Which customer needs are we saFsfying?
4. What bundles of products and services are we offering to each Customer Segment?
‘Means Values’ vs
‘Ends Values’
HomeworkWatch videos from pre-‐Lab email Develop three personas Fill out an empathy map for at least one of your personas Iden:fy key problems you are solving for them Iden:fy what value you provide for them Fill out Customer Segments and Value Proposi:on on BMC Research
“Some men see things as they are, and say, ‘Why?’ I dream of things that
never were, and say, ‘Why not?’” ~ George Bernard Shaw