RECAP:
A couple of weeks ago, I published the first of a 3 part post about the start of my adventures in repositioning my product design company Inertia. Inertia is growing and changing quickly, and I’ve been working on repositioning my business so that our messaging/story/brand/website better reflects some of the recent changes as well as our future aspirations.
I shared that we’ve be using the Osterwalder’s Business Model Canvas (BMC) as a framework to help map out all the interconnecting pieces of our business. If you’re not familiar with the BMC, here is a video from Strategyzer, the company who developed the framework. Before going any further, I strongly urge you to watch the video. It will help a great deal in understanding how we’re approaching this exercise.
In order for your BMC to work for you, the folks behind BMC insist that you get your value proposition right. Again, we used a tool called the value proposition canvas, which is a precursor to the BMC. Here’s a great video on how the VPC canvas works.
The first step in creating our value proposition was to define our customer segments. Our three top customer segments are Corporate, Hardware Start-Ups & Investors. In this blog post, I’m going to share how we’ve fleshed out our value proposition in preparation for developing our BMC for our corporate clients. As a first step to defining our value proposition, we mapped out our customers jobs, pains and gains & Inertia’s services, gain creators and pain relievers.
Here’s the lists we came up with.
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