BMC: tell the story of how you create, deliver and capture value (for your org.)

Value Prop sections were OVERLOADED on the BMC (which is not what the BMC was used for). This is a SIGNAL.

How could we get more detailed around customer and value prop? Make Explicit how we would capture value for the customer. Thus the Value Prop. Canvas was born.

Go Deeper: WHY does this person need to do this job? Why? Why?

Think BEYOND functional jobs: Think SOCIAL AND EMOTIONAL

Go deeper (What are the REAL Pains and gains). Real customers tell you the gory details. Board room is theoretical.

Outcomes or MEASUREMENTS of Success (eg. Understand latest trends job leads to : new client engagements, clients start to come to me with trend options, not being behind on twitter)

Numbers important otherwise you can't measure IF you are creating value. Also it forces you to justify your number by leaving the building.

Eg. Hygiene products for buildings IS NOT Value Prop. It is a key resource.

different Value Props for the different Customer Segments

Wiley Sells to RETAILERS...not to readers. When you are not selling directly to the end users...this is an "intermediary model."

Know if you are selling to consumers and retailers. They need different Value Props.

Air Bnb: there are different value props for the different sides of the platform mode. Both NEED TO BE Explicit.