The Master Class experience is designed to serve as the final project experience for the Corporate Entrepreneurship Specialization. Alternatively, professionals with experience in opportunity analysis, business modeling, and corporate finance are invited to complete the Master Class experience without the preliminary courses. With maturing technologies and aging product portfolios requiring established companies to create, develop, and sustain innovative new businesses, graduates of the Master Class will develop an understanding of how to create new businesses and initiatives within the corporate environment. In collaboration with our award-winning faculty, and a vibrant peer group, learners will explore and apply the skills, tools, and best practices for: • Identifying and developing the entrepreneurial opportunities; • Building business models; • Creating strategies for leading innovation; and • Financing and profiting from innovation. The Master Class experience is differentiated from typical Coursera courses and MOOCs in that our faculty and staff are actively engaged with learners by providing individual feedback on assignments. Our faculty and staff will review and offer feedback on the major assignment submissions, if you wish, in an effort to assist you in developing and launching your corporate ventures. Try this course for FREE at https://www.coursera.org/learn/corporate-entrepreneurship-project
Customer segments, value propositions, and product features
Loading...
En provenance du cours de University of Maryland, College Park
Master Class for Corporate Entrepreneurs
11 notes
University of Maryland, College Park
11 notes
Cours 5 sur 5 dans Specialization Corporate Entrepreneurship: Innovating within Corporations
À partir de la leçon
Building the Business Model
This module challenges you to develop and apply the Business Model Canvas tool to scope a corporate challenge or opportunity. You will learn how to identify and communicate the nine elements of a business model: Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partners, and Cost Structure.
Rencontrer les enseignants
Dr. James V. GreenDirector of Entrepreneurship Education
Maryland Technology Enterprise Institute
Okay this is probably the most important single lecture in this course.
This is where we talk about what the connection is between customer segments,
value propositions, and product features.
It's like a three legged stool, and you have to understand this in order to do
a good job of customer discovery and building your business model.
The problem,
how do you find which customer segments will find value in my product or service?
And how do you find out what else my product or
service needs in order to offer a value proposition to some customer segment, and
how do you find these things without spending millions?
That's the problem.
There's lots of customer segments.
There's any number that could potentially find value in this product or service.
Everyone of them is probably going to need more than just your product
to find that value, although I hate to tell you that.
And you want to find this out without spending $1 million.
Here's how you could do it.
You could spend a $5 or $10 million to explore customer segment 1, and
you find out that they need something that your product doesn't have.
You can then spend $5 to $10 million exploring customers segment number 2,
and ditto, find out there's another thing missing.
That would be a way to find it out, a kind of brute force way,
but I think it doesn't need any emphasis to say that's not a very good way.
The starting point from our point of view
is to figure out what kinds of jobs customers need done.
If you think about customers in a segment, the stuff they want accomplished,
we'll call them jobs but jobs like they need to deliver product.
They need to keep their boss informed.
They need to keep the tools in good repair.
They need to learn stuff.
They need to progress in their career.
Not all jobs are physical and not all are work related.
Some of them are emotional.
It's a job in some sense to feel special.
It's a job in some sense to feel cool.
The jobs that they want to do are sort of lined up with their tower of
wishes and woes.
Which jobs are important to them, which jobs are unimportant to them.
And ultimately, it's a question of which jobs are crucial to them and
which jobs are trivial.
Because it doesn't take going very
far down the tower of wishes and woes to get to a point where they just don't care,
or they don't care very much, in order to solve their problem.
If you do find a job where you think your product or
service could be of help, how's it going to help?
There's one kind of help,
one class of helpful things you can do is gain creators.
A gain creator makes them gain something on one of their jobs.
Did they get more of whatever it is they need?
Do they get faster of whatever they need?
Better, cooler, unique,
delightful, easier, these are gain creators.
These are things that make the job that they have to do more productive.
You can walk around with an Apple iPhone and you will be
ten times cooler that if you walk around with an old Motorola flip phone.
You can use our software, and
you will be able process ten times as many medical claims as you can process today.
So, will they help you gain something?
You have to assess the gain.
Is it relevant to them?
Is it relative to their intensity with which they use it and
the frequency with which they use it?
So a customer may get a gain from something but if they gain only 10% and
they need to gain 50% in order to look good to their boss,
then that kind of gain is not going to be helpful to them.
And frequency.
If something is much, much better but it only happens once a year,
that's probably not going to be a key gain creator for that customer.
So it's just the customer, it's the intensity of the improvement that you
bring about, and the frequency with which they need it or want it.
The office of the gain producers it's pain killers.
Pain killers are things that make some costumer pain or unpleasantness easier.
And it's important here to talk about pains versus needs.
Life is full of pains.
But we're talking about the pains that are real needs,
that are things that people have to get rid of very, very urgently, and
here, as with gains, we're talking about intensity and frequency.
Is it a really, really intense pain, and can you help them with it?
And how often do they feel this pain?
If they feel the pain once a year or
once a decade, probably not going to be that urgent to them.
If they feel an intense pain every day,
that's something where your painkiller might come in handy.
And will it reduce and eliminate the pain?
Will it make the thing cheaper?
Will it make it simpler?
Simpler's a huge one.
When I look for investments to make, I look for companies that are going to
solve a big problem, but they're going to do it in a simple way.
If they don't do it in a simple way,
it's of no use to the customers who might use it.
Fewer hassles is a variant of simpler.
Are there time, costs, negative emotions,
risks, bad stuff that needs to be minimized?
Is the thing entertaining or appealing?
Will it make people less unhappy than they are now?
Will it fix a bad solution?
If there's a bad way of doing something, is this a good way of doing it?
Does it undo a thing that's a big hassle to do now?
And does it affect social consequences?
Is it good to do?
Does it make the world a better place?
Not a big deal for many people, but for the right people, for
the right customer segment, that's an important pain killer as well.
So if you have a customer job, and you have a gain creator or
pain killer, and the job is important to them, that's a winning value proposition.
It's a gain creator or a pain killer for an important customer job.
I think when you look at that definition, you see why you need to talk to customers.
You need to understand their jobs.
You need to understand what they consider gains and what they consider pains.
And you need to understand the intensity and frequency of their gains and
pain wishes in order to figure out how to get the best thing for them.
If you simply go in there saying, I've got this thing that I believe is a pain killer
for something that you don't care about, that's a no op.
That's a no op.
That's not going to happen.
If you are missing the value proposition, if you're talking to customers and
the customers are not getting it, there's common ways to tell that.
One of the things is it's just a feature.
If you have something that is not something that they'd buy separately but
is an improvement to an individual feature,
then you can't sell that to that customer segment.
Let's say you were an automotive genius and
you invented a better rear differential for a car.
There's no way you could sell a rear differential to
people who buy automobiles.
They don't care.
It's not a problem for them, but it's just a feature of a car to them.
They don't want to get a rear differential,
they want to get a whole car.
You gotta sell something that's not just a feature.
The biggest problem with value propositions is usually that it's just
nice to have.
And there's two ways something could be nice to have.
One is that the job that it's directed at isn't important enough.
Let's say that you have something that makes a difference in world peace, and
you try to sell this product to everybody.
Well as we know from our tower of wishes and
woes, people don't care all that much about world peace.
They're certainly not willing to spend that much money on it.
And so you might have the best solution to world peace since sliced bread,
but you are not going to have any way to sell that to people because the job's
just not important enough.
The other way that something can be nice to have is if the pain relief or
the gain is not substantial enough.
When I look at companies that are going to make something faster, better,
cheaper, my rule of thumb it has to be at least a half an order of magnitude better.
So that's at least 50% better, or it's not going to be substantial enough.
And even that may not be enough.
The only way you can find out what's a substantial enough gain or
pain relief, is to talk to customers about it and find out.
Another problem with value proposition that's nothing to do with
the value proposition is there just aren't enough customers for it.
This is a big problem with orphan diseases,
like Lou Gehrig's disease and things like that.
You can find something that will be very helpful to patients with that disease, but
there just aren't very many of them.
So it's not a compelling value proposition to anyone to pay you for it.
There's just not enough payers.
Another very common one is we have a solution already that's good enough.
A lot of people when they do customer discovery don't find out about these
things because they don't ask questions about how do you do it now,
what's wrong with it, what don't you like about it, and it's very important
to get into that because often they're pretty happy with what they've got.
There's a lot of people who make enterprise software,
which is a complicated way of solving a big enterprise company problem.
And what they say is the people are using Excel to solve that problem now.
Well the people may be pretty happy using Excel to solve that problem now.
It may not be much of a pain for them.
You have to be very careful wading in somewhere with something that's
quote better.
But we're already doing it fine.
Finally there are things that are just too hard to solve.
There are some problems like that,
and if you're looking at a business where it looks like you might have
a value proposition with a particular customer segment, and
no one's doing that now, or no one's doing anything like that now, look deeper.
The chances are that someone's tried to solve that problem in the past, and
that the problem's too hard or there's some gotcha that you don't know about and
customer discovery will help you find it out.
Finally, the extremely common value proposition is that your product or
service is just incomplete.
You don't have a complete solution.
When you look at a value proposition,
you have to look at all the things that make it usable by customers.
And often the product or the service just on its own isn't enough.
In fact, you could make a rule that the product really
only delivers part of the value proposition.
There has to be some way to buy it, so there has to be a website or a store.
There has to be some way to teach people how to use it.
You've gotta have some kind of employee training or consumer training.
You need to help people buy it sometimes.
So you need guarantees, you need financing.
You need to secure the right licenses and
copyrights sometimes when you're selling a solution.
And there's a whole bunch of surrounding services that you need.
You have to deliver it, you have to give service before and after the sale,
you have to accept returns, you have to do some kind of customer support.
It's probably a good general rule that your product is only going to be
part of the value proposition, and
you have to look at the whole value proposition in order to sell it to people.
So here are the main points about customer segment value proposition and product.
A winning value proposition is a gain creator or
a pain killer for a major, an important, a vital customer job.
Nice to have does not cut it.
If you hear people saying, yeah, yeah, that'd be nice, that's not good.
That's not good.
You need people saying, when can I get one?
Do you have them now?
I'd like to buy one.
Here's my wallet.
Give me one.
That's the kind of thing you need to hear.
Nice to have just does not cut it.
And finally, any product, any service is really part of a complete
value proposition, and you need to find out what the other parts are and
stick them into your business model.
Explorer notre catalogue
Rejoignez-nous gratuitement et obtenez des recommendations, des mises à jour et des offres personnalisées.
Coursera propose un accès universel à la meilleure formation au monde,
en partenariat avec des universités et des organisations du plus haut niveau, pour proposer des cours en ligne.
© 2018 Coursera Inc. Tous droits réservés.
