Value Proposition Design

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V!"ue
Proposition
Design
Cover im!ge: Pi"ot Inter!ctive
Cover design: A"!n Smith !nd Trish P!p!d!kos
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%0 9 8 7 6 5 4 3 2 %
V!"ue
Proposition
Design
str!teg"zer.com/vpd
Written b! 
A#ex Osterw!#der
Yves Pigneur 
Greg Bern!rd!
A#!n Smith
Designed b! 
Trish P!p!d!kos
How to cre!te products !nd 
services customers w!nt. 
Get st!rted with…
#. C!nv!s
#.# Customer Profi "e !0
#.2 V!"ue M!p 26
#.3 Fit 40
2. Design
2.# Protot$ping Possibi"ities 74
2.2 St!rting Points 86
2.3 Underst!nding Customers !04
2.4 M!king Choices !20
2.5 Finding the Right Business Mode" !42
2.6 Designing in Est!b"ished Org!niz!tions !58
ASSE
SSME
NT
OBSE
RVAT
ION
PROT
OTYP
ING
TO
TEST
ING
FAILE
D
FROM
TEST
ING
START
ING PO
INTS
BUS
INE
SS M
ODE
L
7 Q
U
ESTIO
N
S
3. Test
3.# Wh!t to Test !88
3.2 Testing Step-b$-Step !96
3.3 Experiment Libr!r$ 2!4
3.4 Bringing It A"" Together 238
4. Evo"ve
Cre!te A"ignment 260
Me!sure & Monitor 262
Improve Re"ent"ess"$ 264
Reinvent Yourse"f Const!nt"$ 266
T!ob!o: Reinventing (E-)Commerce 268
G"oss!r$ 276
Core Te!m 278
Prere!ders 279
Bios 280
Index 282
G
D
SU
CC
ES
S
HYPOTHESIS
Overwhe"med b$ the t!sk of true 
v!"ue cre!tion
Sometimes $ou fee" "ike…
ǃɲ There shou"d be better too"s !v!i"!b"e to he"p $ou cre!te v!"ue 
for $our customers !nd $our business.
ǃɲ You might be pursuing the wrong t!sks !nd $ou fee" insecure 
!bout the next steps. 
ǃɲ It’s diffi cu"t to "e!rn wh!t customers re!""$ w!nt.
ǃɲ The inform!tion !nd d!t! $ou get from (potenti!") customers is 
overwhe"ming !nd $ou don’t know how to best org!nize it. 
ǃɲ It’s ch!""enging to go be$ond products !nd fe!tures tow!rd ! 
deep underst!nding of customer v!"ue cre!tion.
ǃɲ You "!ck the big picture of how !"" the puzz"e pieces fi t 
together.
Frustr!ted b$ unproductive 
meetings !nd mis!"igned te!ms
You h!ve experienced te!ms th!t…
ǃɲ L!cked ! sh!red "!ngu!ge !nd ! sh!red underst!nding of 
customer v!"ue cre!tion.
ǃɲ Got bogged down b$ unproductive meetings with tons of 
unstructured “b"!h b"!h b"!h” convers!tions.
ǃɲ Worked without c"e!r processes !nd too"s.
ǃɲ Were focused m!in"$ on techno"ogies, products, !nd fe!tures 
r!ther th!n customers. 
ǃɲ Conducted meetings th!t dr!ined energ$ !nd ended without ! 
c"e!r outcome. 
ǃɲ Were mis!"igned. 
BLAHBL
AHLL
BBLLAAHHH
BLAH
,
BLAHB
BLAH… LAH
You’"" "ove V!"#$ Propos%t%o& 
D$s%g& if $ou’ve been…
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VI
Invo"ved in bo"d shin$ projects 
th!t b"ew up
You h!ve seen projects th!t…
ǃɲ Were big bo"d bets th!t f!i"ed !nd w!sted ! "ot mone$. 
ǃɲ Put energ$ into po"ishing !nd refi ning ! business p"!n unti" it 
perpetu!ted the i""usion th!t it cou"d !ctu!""$ work. 
ǃɲ Spent ! "ot of time bui"ding det!i"ed spre!dsheets th!t were 
comp"ete"$ m!de up !nd turned out to be wrong. 
ǃɲ Spent more time deve"oping !nd deb!ting ide!s r!ther th!n 
testing them with customers !nd st!keho"ders. 
ǃɲ Let opinions domin!te over f!cts from the fi e"d.
ǃɲ L!cked c"e!r processes !nd too"s to minimize risk.
ǃɲ Used processes suited for running ! business r!ther th!n ones 
for deve"oping new ide!s. 
Dis!ppointed 
b$ the f!i"ure 
of ! good ide!.
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G"t “Fro# F$%&'r" to S'cc"ss” post"r
VII
V!"#$ Propos%t%o& D$s%g& 
wi"" he"p $ou successfu""$…
Underst!nd the p!tterns 
of v!"ue cre!tion
Org!nize inform!tion !bout wh!t customers w!nt in ! simp"e 
w!$ th!t m!kes the p!tterns of v!"ue cre!tion e!si"$ visib"e. As 
! resu"t, $ou wi"" more e' ective"$ design v!"ue propositions !nd 
profi t!b"e business mode"s th!t direct"$ t!rget $our customers’ 
most pressing !nd import!nt jobs, p!ins, !nd g!ins.
G!"# c$!r"t%.
Lever!ge the experience !nd ski""s 
of $our te!m
Equip $our te!m with ! sh!red "!ngu!ge to overcome “b"!h b"!h 
b"!h,” conduct more str!tegic convers!tions, run cre!tive exer-
cises, !nd get !"igned. This wi"" "e!d to more enjo$!b"e meetings 
th!t !re fu"" of energ$ !nd produce !ction!b"e outcomes be$ond 
! focus on techno"og$, products, !nd fe!tures tow!rd cre!ting 
v!"ue for $our customers !nd $our business.
G&t %o'r t&!( !$"g#&).
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VIII
Avoid w!sting time with ide!s th!t 
won’t work
Re"ent"ess"$ test the most import!nt h$potheses under"$ing 
$our business ide!s in order to reduce the risk of f!i"ure. This wi"" 
!""ow $ou to pursue big bo"d ide!s without h!ving to bre!k the 
b!nk. Your processes to sh!pe new ide!s wi"" be fi t for the t!sk 
!nd comp"ement $our existing processes th!t he"p $ou run $our 
business.
M"#"("z& t*& r"s+ o, ! - op.
Design, test, 
!nd de"iver wh!t 
customers w!nt. 
G"t “Fro# F$%&'r" to S'cc"ss” post"r
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IX
V!"ue 
Proposition
Designgn
str!teg"zer.com/vpd
 
Written b! 
A#ex Osterw!#der 
Yves Pigneur 
Greg Bern!rd!
A#!n Smith
 
Designed b! 
Trish P!p!d!kos
How to cre!te products !nd 
services customers w!nt. 
Get st!rted with…
Seque# to
B!s"#$ss Mo%$& G$#$r't"o# 
Intern!tion!# Bestse##er
30+ L!ngu!ges
Series
Our V!"ue Proposition 
to You
Web App + On"ine Courses
Go ,'rt*&r w"t* pro too$s !#) co'rs&s
2 3
VPD Book
+
VPD On"ine Comp!nion
The "inks $ou see on the 
side of ever$ p!ge point 
to resources in the on"ine 
comp!nion. 
W!tch for the 
 Str!teg$zer "ogo 
!nd fo""ow the "ink to 
 on"ine exercises,too"s/temp"!tes, 
 posters, !nd more.
Note: To g!in !ccess to these exc"usive on"ine portions of V$&'" Propos%t%o( 
D"s%g(, $ou'"" need to prove $ou own the book. Keep the book ne!r $ou to 
he"p $ou !nswer the secret questions !nd verif$ $our ownership!
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X
Succeed!
Le!rn
App"$
Minimizes risk
of (big) f!i#ure
He#ps cre!te 
products !nd 
services 
peop#e w!nt
He#ps
underst!nd
wh!t m!tters 
to customers
Instructions
to get st!rted
Eng!ging on#ine 
mu#timedi! content
Pr!ctic!#, visu!#, + 
enjo"!b#e form!t
Integr!ted with the 
Business Mode# C!nv!s
Access to !dv!nced 
m!teri!# !nd know#edge
En!b#es pr!ctice + ski##s 
(se#f-)!ssessmentBrief, c#e!r, 
!nd !pp#ic!b#e 
content !voids 
confusion
Sh!red #!ngu!ge 
to communic!te 
!nd co##!bor!te Sh!re with !nd 
#e!rn from peers
He#ps
sh!pe ide!s
Softw!re- 
supported
methodo#og"
Integr!tes with 
other business 
methods
Proven !nd e$ ective 
suite of business too#s
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XI
C!nv!s Design / Test
Se!rchToo"s
The Too"s !nd Process of 
V!"#$ Propos%t%o& D$s%g&
Zoom out
Zoom in
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XII
Post se!rch
Evo"ve
The he!rt of V!$'& Propos"t"o# D&s"g# is !bout !pp"#ing 
Too"s to the mess# Se!rch for v!"ue propositions th!t 
customers w!nt !nd then keeping them !"igned with wh!t 
customers w!nt in Post se!rch.
V!$'& Propos"t"o# D&s"g# shows #ou how to use the V!"ue 
Proposition C!nv!s to Design !nd Test gre!t v!"ue propo-
sitions in !n iter!tive se!rch for wh!t customers w!nt. V!"ue 
proposition design is ! never-ending process in which #ou 
need to Evo"ve #our v!"ue proposition(s) const!nt"# to keep 
it re"ev!nt to customers.
M!n!ge the mess$ !nd non"ine!r 
process of v!"ue proposition design !nd 
reduce risk b$ s$stem!tic!""$ !pp"$ing 
!dequ!te too"s !nd processes. 
Progress
D"s%g( Sq'%gg&" $)$pt") *ro# D$#%"( N"w#$(, C"(tr$&
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XIII
An Integr!ted 
Suite of Too"s
The V!"ue Proposition C!nv!s is the 
too" !t the center of this book. It m!kes 
v!"ue propositions visib"e !nd t!ngib"e 
!nd thus e!sier to discuss !nd m!n!ge. 
It perfect"# integr!tes with the Business 
Mode" C!nv!s !nd the Environment 
M!p, two too"s th!t !re discussed in 
det!i" in B's"#&ss Mo)&$ G&#&r!t"o#,*
the sister book to this one. Together, 
the# sh!pe the found!tion of ! suite 
of business too"s.
The V!"ue Proposition C!nv!s zooms 
into the det!i"s of two of the bui"ding 
b"ocks of the Business Mode" C!nv!s.
* B's%("ss Mo)"& G"("r$t%o(, Ost"rw$&)"r $() P%g("'r, 20!0.
Zoom out
Zoom in
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XIV
The 
Business Mode" C!nv!s
he"ps $ou
cr"$t" v$&'" *or +o'r b's%("ss.
The 
V!"ue Proposition C!nv!s
he"ps $ou
cr"$t" v$&'" *or +o'r c'sto#"r.
The 
Environment M!p
he"ps $ou '()"rst$() t," co(t"xt 
%( w,%c, +o' cr"$t".
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XV
Customer Segments
!re the groups of peop"e !nd/or org!-
niz!tions ! comp!n$ or org!niz!tion 
!ims to re!ch !nd cre!te v!"ue for 
with ! dedic!ted v!"ue proposition.
V!"ue Propositions
!re b!sed on ! bund"e of products 
!nd services th!t cre!te v!"ue for ! 
customer segment. 
Ch!nne"s
describe how ! v!"ue proposition is 
communic!ted !nd de"ivered to ! 
customer segment through commu-
nic!tion, distribution, !nd s!"es 
ch!nne"s.
Customer Re"!tionships 
out"ine wh!t t$pe of re"!tionship is 
est!b"ished !nd m!int!ined with 
e!ch customer segment, !nd the$ 
exp"!in how customers !re !cquired 
!nd ret!ined. 
Revenue Stre!ms
resu"t from ! v!"ue proposition 
successfu""$ offered to ! customer 
segment. It is how !n org!niz!tion 
c!ptures v!"ue with ! price th!t 
customers !re wi""ing to p!$. 
Ke$ Resources
!re the most import!nt !ssets 
required to offer !nd de"iver the previ-
ous"$ described e"ements.
Ke$ Activities
!re the most import!nt !ctivities !n 
org!niz!tion needs to perform we"".
Ke$ P!rtnerships 
shows the network of supp"iers 
!nd p!rtners th!t bring in extern!" 
resources !nd !ctivities. 
Cost Structure
describes !"" costs incurred to oper-
!te ! business mode".
Pro't
"s c!$c'$!t&) b% s'btr!ct"#g t*& 
tot!$ o, !$$ costs "# t*& cost str'ct'r& 
,ro( t*& tot!$ o, !$$ r&v&#'& str&!(s.
Embed #our v!"ue proposition in ! 
vi!b"e business mode" to c!pture v!"ue 
for #our org!niz!tion. To do so, #ou 
c!n use the Business Mode" C!nv!s, ! 
too" to describe how #our org!niz!tion 
cre!tes, de"ivers, !nd c!ptures v!"ue. 
The Business Mode" C!nv!s !nd V!"ue 
Proposition C!nv!s perfect"# integr!te, 
with the "!tter being "ike ! p"ug-in to 
the former th!t !""ows #ou to zoom 
into the det!i"s of how #ou !re cre!ting 
v!"ue for customers. 
The refresher of the Business Mode" 
C!nv!s on this spre!d is sufficient to 
work through this book !nd cre!te 
gre!t v!"ue propositions. Go to the 
on"ine resources if #ou !re interested 
in more or get B's"#&ss Mo)&$ 
G&#&r!t"o#,* the sister pub"ic!tion to 
this book. 
Refresher: The Business Mode" C!nv!s
* B's%("ss Mo)"& G"("r$t%o(, Ost"rw$&)"r $() P%g("'r, 20!0.
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XVI
The Business Model Canvas
Revenue Streams
Channels
Customer SegmentsValue PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Date: Version:Designed for:
%&'()*&% +,: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
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Dow(&o$) )"t$%&") B's%("ss Mo)"& C$(v$s Exp&$($t%o( $() t," B's%("ss Mo)"& C$(v$s p)*
XVII
V!"#$ Propos%t%o& 
D$s%g& works for…
M!in opportunities
ǃɲ Use speed$ decision m!king !nd 
!gi"it$ to $our !dv!nt!ge.
ǃɲ Lever!ge the motiv!tion of owner-
ship !s ! driver for success.
M!in ch!""enges
ǃɲ Produce proof th!t $our ide!s c!n 
work on ! "imited budget.
ǃɲ M!n!ge invo"vement of investors 
(if $ou sc!"e $our ide!s).
ǃɲ Risk running out of mone$ before 
fi nding the right v!"ue proposition 
!nd business mode".
New Ventures
Individu!"s or te!ms setting out to 
cre!te ! gre!t v!"ue proposition 
!nd business mode" from scr!tch
 A st!rt-up entrepreneur de!"s with di' erent constr!ints th!n ! project 
"e!der for ! new venture within !n existing org!niz!tion. The too"s presented 
in this book !pp"$ to both contexts. Depending on $our st!rting point $ou wi"" 
execute them in ! di' erent w!$ to "ever!ge di' erent strengths !nd overcome 
di' erent obst!c"es.
Are #ou cre!ting something from scr!tch on #our own or 
!re #ou p!rt of !n existing org!niz!tion? Some things wi"" 
be e!sier !nd some h!rder depending on #our str!tegic 
p"!#ground. 
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XVIII
Unit 
A
Unit 
B
Unit 
C
Process
Est!b"ished 
Org!niz!tions
Te!ms within existing comp!nies 
setting out to improve or invent v!"ue 
propositions !nd business mode"s M!in ch!""enges
ǃɲ Get bu$-in from top 
m!n!gement.
ǃɲ Get !ccess to existing resources.
ǃɲ M!n!ge c!nnib!"iz!tion.
ǃɲ Overcome risk !version.
ǃɲ Overcome rigid !nd s"ow 
processes.
ǃɲ Produce big wins to move the 
need"e.
ǃɲ M!n!ge c!reer risk of innov!tors. 
M!in opportunities
ǃɲ Bui"d on existing v!"ue proposi-
tions !nd business mode"s.
ǃɲ Lever!ge existing !ssets (s!"es, 
ch!nne"s, br!nd, etc.).
ǃɲ Bui"d portfo"ios of business 
mode"s !nd v!"ue propositions.
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G"t “I((ov$t%(g %( Est$b&%s,") 
Org$(%z$t%o(s” post"r
XIX
Use V!"#$ Propos%t%o& 
D$s%g& to…
invent !nd improvev!"ue propositions. The too"s we wi"" 
stud# work for m!n!ging !nd renewing v!"ue propositions 
(!nd business mode"s) just !s much !s for cre!ting new 
ones. Put the v!"ue proposition !nd business mode" to work 
to cre!te ! sh!red "!ngu!ge of v!"ue cre!tion in #our org!-
niz!tion. Use them to continuous"# invent !nd improve v!"ue 
propositions th!t meet customer profi "es, which is !n under-
t!king th!t never ends. 
Invent
Invent new v!"ue propositions th!t peop"e w!nt 
with business mode"s th!t work.
Unit 
A
Unit 
B
Unit 
C
Process
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Improve
M!n!ge, me!sure, ch!""enge, improve, !nd renew 
existing v!"ue propositions !nd business mode"s.
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XXI
Assess 
Your V!"ue 
Proposition 
Design Ski""s
Comp"ete our on"ine test !nd !ssess 
whether #ou h!ve the !ttitude !nd 
ski""s required to s#stem!tic!""# be 
successfu" !t v!"ue proposition design. 
T!ke the test before !nd !fter working 
through V!$'& Propos"t"o# D&s"g# to 
me!sure #our progress.
Entrepreneuri!"
Know"edge
You enjo$ tr$ing out new things. You don’t see the 
risk of f!i"ing !s ! thre!t but !n opportunit$ to 
"e!rn !nd progress. You e!si"$ n!vig!te between 
the str!tegic !nd the t!ctic!".
Too" 
Ski""s
You s$stem!tic!""$ use the V!"ue Proposition 
C!nv!s, Business Mode" C!nv!s, !nd other too"s 
!nd processes in $our se!rch for gre!t v!"ue prop-
ositions !nd business mode"s.
T$-" +o'r s-%&&s t"st o(&%("
XXII
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Design Thinking
Ski""s
You exp"ore mu"tip"e !"tern!tives before pick-
ing !nd refining ! p!rticu"!r direction. You !re 
comfort!b"e with the non"ine!r !nd iter!tive 
n!ture of v!"ue cre!tion.
Customer 
Emp!th$
You re"ent"ess"$ t!ke ! customer perspective !nd 
!re even better !t "istening to customers th!n 
se""ing to them.
Experiment!tion 
Ski""s
You s$stem!tic!""$ seek evidence th!t supports 
$our ide!s !nd tests $our vision. You experiment 
!t the e!r"iest st!ges to "e!rn wh!t works !nd 
wh!t doesn’t.
XXIII
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worried th!t we focus too much on 
products !nd fe!tures inste!d of 
cre!ting v!"ue for customers.
not sure if ever$bod$ in 
our te!m h!s ! sh!red 
underst!nding of wh!t ! good 
v!"ue proposition !ctu!""$ is.
re!""$ dis!ppointed b$ 
how much we t!"ked 
!bout v!"ue propositions 
!nd business mode"s !t 
our "!st meeting without 
re!""$ getting t!ngib"e 
resu"ts.
surprised th!t we invest 
so much in rese!rch !nd 
deve"opment (R&D), but f!i" 
to invest in deve"oping the 
right v!"ue propositions !nd 
business mode"s.
b"own !w!$ b$ how 
unc"e!r th!t "!st 
present!tion on th!t 
new v!"ue proposi-
tion !nd business 
mode" w!s.
concerned th!t we don’t h!ve 
! methodo"og$ to tr!ck our 
progress on the deve"opment 
of th!t new v!"ue proposition 
!nd business mode".
!m!zed b$ how m!n$ 
resources we w!sted when 
th!t gre!t ide! in th!t "!st 
business p"!n turned out to 
be ! f"op bec!use we didn’t 
test it.
concerned th!t our product 
deve"opment process doesn’t 
use ! more customer-focused 
methodo"og$.
!stonished !t how poor"$ 
!"igned product deve"opment, 
s!"es, !nd m!rketing !re 
when it comes to deve"oping 
new v!"ue propositions.
Se"" Your Co""e!gues on 
V!"ue Proposition Design 
surprised !t how often we 
m!ke stuff nobod$ w!nts, 
despite our good ide!s !nd 
good intentions.
I !m…STR
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XXIV
The Business Model Canvas
Revenue Streams
Channels
Customer Segments
Value PropositionsKey ActivitiesKey Partners
Key Resources
Cost Structure
Customer Relationships
Designed by: Da
te: Version:
Designed for:
%&'()*&% +,: Business Model Foundry AG
The makers of Business Model Generation and Strategyzer
This work is licensed under the Creative Commons Attributio
n-Share Alike 3.0 Unported License. To view a copy of this lice
nse, visit:
http://creativecommons.org/licenses/by-sa/3.0/ or send a let
ter to Creative Commons, 171 Second Street, Suite 300, San 
Francisco, California, 94105, USA.
strategyzer.com
So, w*!t ", 
w& tr"&) o't t*& 
V!"ue Proposition 
C!nv!s (!#) B's"#&ss 
Mo)&$ C!#v!s) "# o'r 
#&xt proj&ct?
strategyzer.com
Gain Creators
Pain Relievers
Pains
Gains
Products
& Services
Customer
Job(s)
The Value Proposition Canvas
Value Proposition
Customer Segment
The makers of Business Model Generation and Strategyzer
Copyright Business Model Foundry AG
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G"t $ s&%)" )"c- w%t, !0 $rg'#"(ts to 's" w%t, t," V$&'" Propos%t%o( $() B's%("ss Mo)"& C$(v$s"s
XXV
c"n
v"s
#
The V!"ue Proposition C!nv!s h!s two sides. 
With the Customer Profi"e p. %0 $ou c"!rif$ 
$our customer underst!nding. With the 
V!"ue M!p p. 26 $ou describe how $ou intend 
to cre!te v!"ue for th!t customer. You 
!chieve Fit p. 40 between the two when one 
meets the other. 
The set of v!"ue proposition benefits th!t #ou design to !ttr!ct customers.
Cre!te V!"ue
DEF-I-NI-TION
VALUE PROPOSITION
D$scr%b$s t($ b$&$'ts c#sto)$rs c!& 
$xp$ct *ro) +o#r pro,#cts !&, s$rv%c$s.
F
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6
Observe Customers
The set of customer ch!r!cteristics th!t #ou !ssume, observe, !nd verif$ in the m!rket.
it
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7
The V!"ue (Proposition) M!p describes 
the fe!tures of ! specific v!"ue proposition 
in $our business mode" in ! more structured 
!nd det!i"ed w!$. It bre!ks $our v!"ue 
proposition down into products !nd services, 
p!in re"ievers, !nd g!in cre!tors. 
V!"ue
M!p
G!in Cre!tors describe how 
$our products !nd services 
cre!te customer g!ins. 
P!in Re"ievers describe how 
$our products !nd services 
!""evi!te customer p!ins.
Fit
This is ! "ist of !"" the 
Products !nd Services
! v!"ue proposition is 
bui"t !round. 
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The Customer (Segment) Profi"e describes 
! specific customer segment in $our 
business mode" in ! more structured 
!nd det!i"ed w!$. It bre!ks the customer 
down into its jobs, p!ins, !nd g!ins. 
Fit
You !chieve Fit when $our v!"ue m!p meets $our 
customer profi"e—when $our products !nd services 
produce p!in re"ievers !nd g!in cre!tors th!t m!tch 
one or more of the jobs, p!ins, !nd g!ins th!t !re 
import!nt to $our customer.
Customer
Profi"e
G!ins describe the outcomes 
customers w!nt to !chieve or 
the concrete benefits the$ !re 
seeking.
P!ins describe b!d outcomes, 
risks, !nd obst!c"es re"!ted to 
customer jobs.
Customer .obs describe 
wh!t customers !re tr$ing 
to get done in their work !nd 
in their "ives, !s expressed in 
their own words. 
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Customer
Profi"e
%0
Customer .obs
&obs describe the things $our customers !re 
tr$ing to get done in their work or in their "ife. 
A customer job cou"d be the t!sks the$ !re tr$ing 
to perform !nd comp"ete, the prob"ems the$ 
!re tr$ing to so"ve, or the needs the$ !re tr$ing 
to s!tisf$. M!ke sure $ou t!ke the customer’s 
perspective when investig!ting jobs. Wh!t $ou 
think of !s import!nt from $our perspective might 
not be ! job customers !re !ctu!""$ tr$ing to get 
done.*
Distinguish between three m!in t$pes of 
customer jobs to be done !nd supporting jobs:
Function!" jobs 
When $our customers tr$ to perform or comp"ete 
! specific t!sk or so"ve ! specific prob"em, 
for ex!mp"e, mow the "!wn, e!t he!"th$ !s ! 
consumer, write ! report, or he"p c"ients !s 
! profession!".
Soci!" jobs
When $our customers w!nt to "ook good or g!in 
power or st!tus. These jobs describe how custom-
ers w!nt to be perceived b$ others, for ex!mp"e, 
"ook trend$ !s ! consumer or be perceived !s 
competent !s ! profession!". 
Person!"/emotion!"jobs 
When $our customers seek ! specific emotion!" 
st!te, such !s fee"ing good or secure, for ex!mp"e, 
seeking pe!ce of mind reg!rding one’s invest-
ments !s ! consumer or !chieving the fee"ing of 
job securit$ !t one’s workp"!ce. 
Supporting jobs
Customers !"so perform supporting jobs in the 
context of purch!sing !nd consuming v!"ue either 
!s consumers or !s profession!"s. These jobs !rise 
from three di'erent ro"es:
ǃɲ BUYER OF VALUE: jobs re"!ted to bu$ing 
v!"ue, such !s comp!ring o'ers, deciding which 
products to bu$, st!nding in ! checkout "ine, 
comp"eting ! purch!se, or t!king de"iver$ of 
! product or service. 
ǃɲ COCREATOR OF VALUE: jobs re"!ted to 
cocre!ting v!"ue with $our org!niz!tion, such 
!s posting product reviews !nd feedb!ck or 
even p!rticip!ting in the design of ! product 
or service.
ǃɲ TRANSFERRER OF VALUE: jobs re"!ted to the 
end of ! v!"ue proposition’s "ife c$c"e, such !s 
c!nce"ing ! subscription, disposing of ! product, 
tr!nsferring it to others, or rese""ing it.
* T," jobs to b" )o(" co(c"pt w$s )"v"&op") %()"p"()"(t&+ 
b+ s"v"r$& b's%("ss t,%(-"rs %(c&')%(g A(t,o(+ U&w%c- o* t," 
co(s'&t%(g *%r# Str!teg$n, co(s'&t$(ts R%c- P")% $() Bob 
Mo"st$, $() Pro*"ssor D"(%s" N%tt"r,o's" o* D"P$'& U(%v"rs%t+. 
It w$s pop'&$r%z") b+ C&$+ C,r%st"(s"( $() ,%s co(s'&t%(g *%r# 
Innosight $() A(t,o(+ U&w%c-’s Str!teg$n.
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.ob context
Customer jobs often depend on the specific 
context in which the$ !re performed. The context 
m!$ impose cert!in constr!ints or "imit!tions. 
For ex!mp"e, c!""ing somebod$ on the ($ is 
di'erent when $ou !re tr!ve"ing on ! tr!in th!n 
when $ou !re driving ! c!r. Likewise, going to the 
movies with $our kids is di'erent th!n going with 
$our p!rtner. 
+
-
Import!nt
Insignific!nt
.ob import!nce
It %s %#port$(t to $c-(ow&")g" 
t,$t (ot $&& jobs ,$v" t," s$#" 
%#port$(c" to +o'r c'sto#"r. So#" 
#$tt"r #or" %( $ c'sto#"r’s wor- 
or &%*" b"c$'s" *$%&%(g to g"t t,"# 
)o(" co'&) ,$v" s"r%o's r$#%.-
c$t%o(s. So#" $r" %(s%g(%.c$(t 
b"c$'s" t," c'sto#"r c$r"s $bo't ot,"r t,%(gs 
#or". So#"t%#"s $ c'sto#"r w%&& )""# $ job 
cr'c%$& b"c$'s" %t occ'rs *r"q'"(t&+ or b"c$'s" 
%t w%&& r"s'&t %( $ )"s%r") or '(w$(t") o'tco#".
Dow(&o$) tr%gg"r q'"st%o(s to ,"&p .() c'sto#"r jobs
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Customer P!ins
P!ins describe !n$thing th!t !nno$s $our custom-
ers before, during, !nd !fter tr$ing to get ! job 
done or simp"$ prevents them from getting ! job 
done. P!ins !"so describe risks, th!t is, potenti!" 
b!d outcomes, re"!ted to getting ! job done b!d"$ 
or not !t !"". 
Seek to identif$ three t$pes of customer p!ins !nd 
how severe customers find them: 
Undesired outcomes, prob"ems, 
!nd ch!r!cteristics
P!ins !re function!" (e.g., ! so"ution doesn’t work, 
doesn’t work we"", or h!s neg!tive side e'ects), 
soci!" (“I "ook b!d doing this”), emotion!" (“I fee" 
b!d ever$ time I do this”), or !nci""!r$ (“It’s !nno$-
ing to go to the store for this”). This m!$ !"so 
invo"ve undesired ch!r!cteristics customers don’t 
"ike (e.g., “Running !t the g$m is boring,” or “This 
design is ug"$”). 
Obst!c"es
These !re things th!t prevent customers from 
even getting st!rted with ! job or th!t s"ow them 
down (e.g., “I "!ck the time to get this job done 
!ccur!te"$,” or “I c!n’t !'ord !n$ of the existing 
so"utions”).
Risks (undesired potenti!" outcomes)
Wh!t cou"d go wrong !nd h!ve import!nt neg-
!tive consequences (e.g., “I might "ose credibi"it$ 
when using this t$pe of so"ution,” or “A securit$ 
bre!ch wou"d be dis!strous for us”).
Tip: M!ke p!ins concrete.
To c"e!r"$ di'erenti!te jobs, p!ins, !nd g!ins, 
describe them !s concrete"$ !s possib"e. For 
ex!mp"e, when ! customer s!$s “w!iting in "ine 
w!s ! w!ste of time,” !sk !fter how m!n$ minutes 
ex!ct"$ it beg!n to fee" "ike w!sted time. Th!t w!$ 
$ou c!n note “w!sting more th!n x minutes st!nd-
ing in "ine.” When $ou underst!nd how ex!ct"$ 
customers me!sure p!in severit$, $ou c!n design 
better p!in re"ievers in $our v!"ue proposition.
+
-
Extreme
Moder!te
P!in severit$
A c'sto#"r p$%( c$( b" "xtr"#" or 
#o)"r$t", s%#%&$r to ,ow jobs c$( 
b" %#port$(t or %(s%g(%.c$(t to t," 
c'sto#"r.
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The fo""owing "ist of trigger questions 
c!n he"p $ou think of di1erent potenti!" 
customer p!ins: 
ǃɲ How do $our customers define too cost"$? 
T!kes ! "ot of time, costs too much mone$, 
or requires subst!nti!" e'orts?
ǃɲ Wh!t m!kes $our customers fee" b!d? Wh!t 
!re their frustr!tions, !nno$!nces, or things 
th!t give them ! he!d!che?
ǃɲ How !re current v!"ue propositions underper-
forming for $our customers? Which fe!tures 
!re the$ missing? Are there perform!nce issues 
th!t !nno$ them or m!"functions the$ cite?
ǃɲ Wh!t !re the m!in difficu"ties !nd ch!""enges 
$our customers encounter? Do the$ underst!nd 
how things work, h!ve difficu"ties getting cert!in 
things done, or resist p!rticu"!r jobs for specific 
re!sons?
ǃɲ Wh!t neg!tive soci!" consequences do $our 
customers encounter or fe!r? Are the$ !fr!id of 
! "oss of f!ce, power, trust, or st!tus?
ǃɲ Wh!t risks do $our customers fe!r? Are the$ 
!fr!id of fin!nci!", soci!", or technic!" risks, or !re 
the$ !sking themse"ves wh!t cou"d go wrong?
ǃɲ Wh!t’s keeping $our customers !w!ke !t night? 
Wh!t !re their big issues, concerns, !nd worries?
ǃɲ Wh!t common mist!kes do $our customers 
m!ke? Are the$ using ! so"ution the wrong w!$?
ǃɲ Wh!t b!rriers !re keeping $our customers from 
!dopting ! v!"ue proposition? Are there upfront 
investment costs, ! steep "e!rning curve, or 
other obst!c"es preventing !doption?
Dow(&o$) tr%gg"r q'"st%o(s
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G!ins describe the outcomes !nd benefits $our 
customers w!nt. Some g!ins !re required, 
expected, or desired b$ customers, !nd some 
wou"d surprise them. G!ins inc"ude function!" 
uti"it$, soci!" g!ins, positive emotions, !nd cost 
s!vings.
Seek to identif$ four t$pes of customer g!ins in 
terms of outcomes !nd benefits:
Required g!ins
These !re g!ins without which ! so"ution wou"dn’t 
work. For ex!mp"e, the most b!sic expect!tion 
th!t we h!ve from ! sm!rtphone is th!t we c!n 
m!ke ! c!"" with it.
Expected g!ins
These !re re"!tive"$ b!sic g!ins th!t we expect 
from ! so"ution, even if it cou"d work without them. 
For ex!mp"e, since App"e "!unched the iPhone, we 
expect phones to be we""-designed !nd "ook good. 
Desired g!ins
These !re g!ins th!t go be$ond wh!t we expect 
from ! so"ution but wou"d "ove to h!ve if we cou"d. 
These !re usu!""$ g!ins th!t customers wou"d 
come up with if $ou !sked them. For ex!mp"e, we 
desire sm!rtphones to be se!m"ess"$ integr!ted 
with our other devices. 
Unexpected g!ins
These !re g!ins th!t go be$ond customer expec-
t!tions !nd desires. The$ wou"dn’t even come 
up with them if $ou !sked them. Before App"e 
brought touch screens !nd the App Store to the 
m!instre!m, nobod$ re!""$ thought of them !s 
p!rt of ! phone. 
Customer G!ins
Tip: M!ke g!ins concrete.
As with p!ins, it’s better to describe g!ins !s 
concrete"$ !s possib"e to c"e!r"$ di'erenti!te 
jobs, p!ins, !nd g!ins from one !nother. Ask how 
much the$’d expect or dre!m of when ! customer 
indic!tes “better perform!nce” !s ! desired g!in. 
Th!t w!$ $ou c!n note “wou"d "ove !n incre!sed 
perform!nce of more th!n x.” When $ou under-
st!nd how ex!ct"$ customers me!sure g!ins (i.e., 
outcomes !nd benefits), $ou c!n design better 
g!in cre!tors in $our v!"ue proposition.
+
-
Essenti!"
Nice to h!ve
G!in re"ev!nce
A c'sto#"r g$%( c$( *""& "ss"(t%$& 
or (%c" to ,$v", j'st &%-" p$%(s c$( 
*""& "xtr"#" or #o)"r$t" to t,"#.
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.$The fo""owing "ist of trigger questions 
c!n he"p $ou think of di1erent potenti!" 
customer g!ins:
ǃɲ Which s!vings wou"d m!ke $our customers 
h!pp$? Which s!vings in terms of time, mone$, 
!nd e'ort wou"d the$ v!"ue?
ǃɲ Wh!t qu!"it$ "eve"s do the$ expect, !nd wh!t 
wou"d the$ wish for more or "ess of?
ǃɲ How do current v!"ue propositions de"ight $our 
customers? Which specific fe!tures do the$ 
enjo$? Wh!t perform!nce !nd qu!"it$ do the$ 
expect?
ǃɲ Wh!t wou"d m!ke $our customers’ jobs or "ives 
e!sier? Cou"d there be ! (!tter "e!rning curve, 
more services, or "ower costs of ownership?
ǃɲ Wh!t positive soci!" consequences do $our 
customers desire? Wh!t m!kes them "ook good? 
Wh!t incre!ses their power or their st!tus?
ǃɲ Wh!t !re customers "ooking for most? Are the$ 
se!rching for good design, gu!r!ntees, specific 
or more fe!tures?
ǃɲ Wh!t do customers dre!m !bout? Wh!t do 
the$ !spire to !chieve, or wh!t wou"d be ! big 
re"ief to them?
ǃɲ How do $our customers me!sure success !nd 
f!i"ure? How do the$ g!uge perform!nce or cost?
ǃɲ Wh!t wou"d incre!se $our customers’ "ike"ihood 
of !dopting ! v!"ue proposition? Do the$ desire 
"ower cost, "ess investment, "ower risk, or better 
qu!"it$?
Dow(&o$) tr%gg"r q'"st%o(s
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Profi "e of ! 
2Business Book Re!der3
We chose to use potenti!" re!ders of this book to i""ustr!te 
the customer profi "e. We de"iber!te"# went be#ond jobs, 
p!ins, !nd g!ins mere"# re"!ted to re!ding books, since we 
intended to design !n innov!tive !nd more ho"istic v!"ue 
proposition for businesspeop"e in gener!". 
The customer profi "e sketched out on the right is informed b$ sever!" inter-
views we conducted !nd thous!nds of inter!ctions we h!d with workshop 
p!rticip!nts. However, it is not m!nd!tor$ to st!rt with preexisting customer 
know"edge. You m!$ begin exp"oring ide!s b$ sketching out ! profi "e b!sed 
on wh!t $ou be"ieve $our potenti!" customers "ook "ike. This is !n exce""ent 
st!rting point to prep!re customer interviews !nd tests reg!rding $our 
!ssumptions !bout customer jobs, p!ins, !nd g!ins. 
G!ins !re benefi ts, resu"ts, !nd 
ch!r!cteristics th!t custom-
ers require or desire. The$ !re 
outcomes of jobs or w!nted ch!r-
!cteristics of ! v!"ue proposition 
th!t he"p customers get ! job 
done we"". 
The more t!ngib"e !nd specifi c 
$ou m!ke p!ins !nd g!ins, the 
better. For ex!mp"e, “ex!mp"es 
from m$ industr$” is more 
concrete th!n “re"ev!nt to m$ 
context.” Ask customers how the$ 
me!sure g!ins !nd p!ins. Inves-
tig!te how the$ me!sure success 
or f!i"ure of ! job the$ w!nt to 
get done. 
M!ke sure $ou deep"$ under-
st!nd $our customer. If $ou h!ve 
on"$ ! few stick$ notes on $our 
profi "e, th!t prob!b"$ indic!tes ! 
"!ck of customer underst!nding. 
Une!rth !s m!n$ jobs, p!ins, !nd 
g!ins !s $ou c!n. Se!rch be$ond 
those direct"$ re"!ted to $our 
v!"ue proposition. 
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You shou"d know $our customers’ 
soci!" !nd emotion!" jobs in !ddi-
tion to their function!" jobs, which 
!re usu!""$ e!sier to identif$. 
M!ke sure $ou go be$ond ! 
superfi ci!" underst!nding of jobs. 
Wh$ do customers w!nt to “"e!rn 
new know"edge”? It might be th!t 
the$ w!nt to bring new methods 
into their org!niz!tion. Ask “wh$” 
sever!" times to get to the most 
import!nt jobs. 
M!ke sure $ou don’t just consider 
jobs, p!ins, !nd g!ins re"!ted to 
! v!"ue proposition or product in 
mind. Identif$ those (e.g., “Busi-
ness books !re too "ong”) !s we"" 
!s other extreme p!ins (e.g., “"!ck 
of time” or “get boss’s !ttention”). 
c!"#$%&e 
t'() (e.g., *+ 
r%,-.% r'/0)
h!12 3u4 
v56-7 
p8+9:;<t'+=>
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R!nking .obs, 
P!ins, !nd G!ins
A"though individu!" customer preferences v!r#, #ou need to 
get ! sense of customer priorities. Investig!te which jobs the 
m!jorit# consider import!nt or insignific!nt. Find out which 
p!ins the# find extreme versus mere"# moder!te. Le!rn which 
g!ins the# find essenti!" !nd which !re simp"# nice to h!ve.
R!nking jobs, p!ins, !nd g!ins is essenti!" in order to design v!"ue proposi-
tions th!t !ddress things customers re!""$ c!re !bout. Of course, it’s difficu"t 
to une!rth wh!t re!""$ m!tters to customers, but $our underst!nding wi"" 
improve with ever$ customer inter!ction !nd experiment. 
It doesn’t m!tter if $ou st!rt out with ! r!nking th!t is b!sed on wh!t $ou 
think is import!nt to $our potenti!" customers !s "ong !s $ou strive to test 
th!t r!nking unti" it tru"$ re(ects priorities from the customer’s perspective.
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Extreme Essenti!"Import!nt
Moder!te Nice to h!veInsignific!nt
P!in severit$
R!nk p!ins !ccording to 
how extreme the$ !re in the 
customers’ e$es.
G!in re"ev!nce
R!nk g!ins !ccording to 
how essenti!" the$ !re in 
the customers’ e$es.
.ob import!nce
R!nk jobs !ccording to their 
import!nce to customers.
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Step into Your 
Customers’ Shoes Instructions M!p the profi "e of one of $our current"$ existing 
customer segments to pr!ctice using the customer 
profi "e. If $ou !re working on ! new ide!, sketch out 
the customer segment $ou intend to cre!te v!"ue for.%. Down"o!d the Customer Profi "e C!nv!s.
2. Gr!b ! set of sm!"" stick$ notes.
3. M!p out $our customer profi "e.
#
Se"ect customer 
segment.
Se"ect ! customer 
segment th!t $ou w!nt 
to profi "e. 
2
Identif$ customer jobs. 
Ask wh!t t!sks $our 
customers !re tr$ing to 
comp"ete. M!p out !"" of 
their jobs b$ writing e!ch 
one on !n individu!" 
stick$ note. 
3
Identif$ customer 
p!ins.
Wh!t p!ins do $our 
customers h!ve? Write 
down !s m!n$ !s $ou 
c!n come up with, 
inc"uding obst!c"es !nd 
risks.
4
Identif$ customer 
g!ins.
Wh!t outcomes !nd 
benefi ts do $our custom-
ers w!nt to !chieve? 
Write down !s m!n$ 
g!ins !s $ou c!n come 
up with. 
5
Prioritize jobs, p!ins, 
!nd g!ins.
Order jobs, p!ins, !nd 
g!ins in ! co"umn, e!ch 
with the most import-
!nt jobs, most extreme 
p!ins, !nd essenti!" 
g!ins on top !nd the 
moder!te p!ins !nd 
nice-to-h!ve g!ins !t the 
bottom.
+
-
+
-
+
-
How good is #our underst!nding of #our customers’ jobs, 
p!ins, !nd g!ins? M!p out ! customer profi "e.
OB%ECTIVE
Visu!#ize wh!t m!tters to "our 
customers in ! sh!re!b#e form!t
OUTCOME
One p!ge !ction!b#e customer 
profi #e
Do t,%s "x"rc%s" o(&%("
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Customer Profi"e
Cop+r%g,t B's%("ss Mo)"& Fo'()r+ AG 
T," #$-"rs o* B's%("ss Mo)"& G"("r$t%o( $() Str$t"g+z"r Dow(&o$) t," C'sto#"r Pro.&" p)*
23
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Best Pr!ctices for M!pping 
.obs, P!ins, !nd G!ins
Avoid frequent"# committed mist!kes 
when profi"ing ! customer, !nd inste!d 
fo""ow these best pr!ctices.
 Common Mist!kes
Mixing sever!" 
customer segments 
into one profi"e.
Mixing jobs !nd 
outcomes.
Focusing on function!" 
jobs on"$ !nd forgetting 
soci!" !nd emotion!" 
jobs.
Listing jobs, p!ins, !nd 
g!ins with $our v!"ue 
proposition in mind.
Identif$ing too few jobs, 
p!ins, !nd g!ins.
Being too v!gue in 
descriptions of p!ins 
!nd g!ins.
 Best Pr!ctices
M!ke ! V!"ue 
Proposition C!nv!s for 
ever$ di'erent customer 
segment. If $ou se"" to 
comp!nies, !sk $ourse"f 
if $ou h!ve di'erent 
t$pes of customers 
within e!ch comp!n$ 
(e.g., users, bu$ers).
&obs !re the t!sks 
customers !re tr$ing to 
perform, the prob"ems 
the$ !re tr$ing to so"ve, 
or the needs the$ !re 
tr$ing to s!tisf$, where!s 
g!ins !re the concrete 
outcomes the$ w!nt to 
!chieve—or !void !nd 
e"imin!te in the c!se of 
p!ins.
Sometimes soci!" or 
emotion!" jobs !re even 
more import!nt th!n the 
“visib"e” function!" jobs. 
“Looking good in front of 
others” might be more 
import!nt th!n finding ! 
gre!t technic!" so"ution 
th!t he"ps comp"ete the 
job e'ective"$. 
When $ou m!p $our 
customer, $ou shou"d 
proceed "ike !n !nthro-
po"ogist !nd “forget” 
wh!t $ou !re o'ering. 
For ex!mp"e, ! business 
pub"isher shou"d not 
m!p jobs, p!ins, !nd 
g!ins mere"$ re"!ted to 
books, bec!use ! re!der 
h!s the choice between 
business books, consu"-
t!nts, YouTube videos, or 
even comp"eting !n MBA 
progr!m or tr!ining. Go 
be$ond the jobs, p!ins, 
!nd g!ins $ou intend 
or hope to !ddress with 
$our v!"ue proposition.
A good customer profi"e 
is fu"" of stick$ notes, 
bec!use most customers 
h!ve ! "ot of p!ins !nd 
expect or desire ! "ot of 
g!ins. M!p out !"" $our 
(potenti!") customers’ 
import!nt jobs, extreme 
p!ins, !nd essenti!" 
g!ins.
M!ke p!ins !nd g!ins 
t!ngib"e !nd concrete. 
R!ther th!n just writing 
“s!"!r$ incre!se” in 
g!ins, specif$ how 
much of !n incre!se ! 
customer is seeking. 
R!ther th!n writing 
“t!kes too "ong” in 
p!ins, indic!te how "ong 
“too "ong” !ctu!""$ is. 
This wi"" !""ow $ou to 
underst!nd how ex!ct"$ 
customers me!sure 
success !nd f!i"ure.
4
5
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P!ins vs. G!ins
When $ou get st!rted with the customer profi"e, 
$ou might simp"$ put the s!me ide!s in p!ins !nd 
g!ins !s opposites of e!ch other. For ex!mp"e, 
if one of the customers’ jobs to be done is “e!rn 
more mone$,” $ou might st!rt b$ !dding “s!"!r$ 
incre!se” to g!ins !nd “s!"!r$ decre!se” to p!ins. 
H"r"’s $ b"tt"r w$+ to )o %t:
ǃɲ Find out precise"$ how much more mone$ the 
customer expects to e!rn so it fee"s "ike ! g!in 
!nd investig!te wh!t decre!se wou"d fee" "ike 
! p!in.
ǃɲ In the p!ins, !dd the b!rriers th!t prevent or 
m!ke it difficu"t to get ! job done. In our ex!m-
p"e the p!in might be “m$ emp"o$er doesn’t 
give r!ises.”
ǃɲ In the p!ins, !dd the risks re"!ted to not getting 
the job done. In our ex!mp"e the p!in cou"d be 
“might not be !b"e to !'ord m$ chi"d’s future 
co""ege tuition.” 
Ask “wh$” sever!" times unti" $ou 
re!""$ underst!nd $our customers’ 
jobs to be done.
Another issue when $ou get st!rted with the 
customer profi"e is th!t $ou might sett"e with 
! superfici!" underst!nding of $our customer’s 
jobs. To !void this, $ou need to !sk $ourse"f wh$ 
! customer w!nts to perform ! cert!in job to dig 
deeper tow!rd the re!" motiv!tions. 
For ex!mp"e, wh$ might ! customer w!nt to 
"e!rn ! foreign "!ngu!ge? M!$be bec!use the 
“re!"” customer job to be done is to improve his 
CV. Wh$ does he w!nt to improve his CV? M!$be 
bec!use he w!nts to e!rn more mone$.
Don’t sett"e unti" $ou re!""$ underst!nd the 
under"$ing jobs to be done th!t re!""$ drive 
customers.
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/06
V!"ue M!p
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Products 
!nd Services
This is simp"# ! "ist of wh!t #ou o%er. 
Think of it !s !"" the items #our cus-
tomers c!n see in #our shop window
—met!phoric!""# spe!king. It’s !n 
enumer!tion of !"" the products !nd 
services #our v!"ue proposition bui"ds 
on. This bund"e of products !nd services 
he"ps #our customers comp"ete either 
function!", soci!", or emotion!" jobs or 
he"ps them s!tisf# b!sic needs. It is 
cruci!" to !cknow"edge th!t products 
!nd services don’t cre!te v!"ue !"one—
on"# in re"!tionship to ! specific cus-
tomer segment !nd their jobs, p!ins, 
!nd g!ins.
Your "ist of products !nd services m!# 
!"so inc"ude supporting ones th!t 
he"p #our customers perform the ro"es 
of bu#er (those th!t he"p customers 
comp!re o%ers, decide, !nd bu#), 
co-cre!tor (those th!t he"p custom-
ers co-design v!"ue propositions), !nd 
tr!nsferrer (those th!t he"p customers 
dispose of ! product). 
Your v!"ue proposition is "ike"$ to be composed 
of v!rious t$pes of products !nd services:
Ph$sic!"/t!ngib"e
Goods, such !s m!nuf!ctured products.
Int!ngib"e
Products such !s cop$rights or services such 
!s !fter-s!"es !ssist!nce.
Digit!"
Products such !s music down"o!ds or services 
such !s on"ine recommend!tions. 
Fin!nci!" 
Products such !s investment funds !nd 
insur!nces or services such !s the fin!ncing 
of ! purch!se. 
+
-
Essenti!"
Re"ev!nce
It %s "ss"(t%$& to $c-(ow&")g" t,$t 
(ot $&& pro)'cts $() s"rv%c"s ,$v" 
t," s$#" r"&"v$(c" to +o'r c'sto#-
"rs. So#" pro)'cts $() s"rv%c"s $r" 
"ss"(t%$& to +o'r v$&'" propos%t%o(; 
so#" $r" #"r"&+ (%c" to ,$v". 
Nice to h!ve
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P!in Re"ievers
P!in re"ievers describe how ex!ct"# 
#our products !nd services !""evi!te 
specific customer p!ins. The# exp"icit"# 
out"ine how #ou intend to e"imin!te or 
reduce some of the things th!t !nno# 
#our customers before, during, or !fter 
the# !re tr#ing to comp"ete ! job or 
th!t prevent them from doing so. 
Gre!t v!"ue propositions focus on p!ins 
th!t m!tter to customers, in p!rticu"!r 
extreme p!ins. You don’t need to come 
up with ! p!in re"iever for ever# p!in 
#ou’ve identified in the customer 
profi"e—no v!"ue proposition c!n do 
this. Gre!t v!"ue propositions often 
focuson"# on few p!ins th!t the# 
!""evi!te extreme"# we"". 
The fo""owing "ist of trigger questions c!n he"p $ou 
think of di'erent w!$s $our products !nd services 
m!$ he"p $our customers !""evi!te p!ins. 
Ask $ourse"f: Cou"d $our products !nd services… 
ǃɲ produce s!vings? In terms of time, mone$, or 
e'orts. 
ǃɲ m!ke $our customers fee" better? B$ ki""ing frus-
tr!tions, !nno$!nces, !nd other things th!t give 
customers ! he!d!che. 
ǃɲ fix underperforming so"utions? B$ introducing new 
fe!tures, better perform!nce, or enh!nced qu!"it$. 
ǃɲ put !n end to difficu"ties !nd ch!""enges $our 
customers encounter? B$ m!king things e!sier or 
e"imin!ting obst!c"es. 
ǃɲ wipe out neg!tive soci!" consequences $our 
customers encounter or fe!r? In terms of "oss of 
f!ce or "ost power, trust, or st!tus. 
ǃɲ e"imin!te risks $our customers fe!r? In terms of 
fin!nci!", soci!", technic!" risks, or things th!t 
cou"d potenti!""$ go wrong. 
ǃɲ he"p $our customers better s"eep !t night? 
B$ !ddressing signific!nt issues, diminishing 
concerns, or e"imin!ting worries. 
ǃɲ "imit or er!dic!te common mist!kes customers 
m!ke? B$ he"ping them use ! so"ution the right 
w!$.
ǃɲ e"imin!te b!rriers th!t !re keeping $our customer 
from !dopting v!"ue propositions? Introducing 
"ower or no upfront investment costs, ! (!tter 
"e!rning curve, or e"imin!ting other obst!c"es 
preventing !doption.
+
-
Essenti!"
Re"ev!nce
A p$%( r"&%"v"r c$( b" #or" or &"ss 
v$&'$b&" to t," c'sto#"r. M$-" s'r" 
+o' )%/"r"(t%$t" b"tw""( "ss"(t%$& 
p$%( r"&%"v"rs $() o("s t,$t $r" 
(%c" to ,$v". T," *or#"r r"&%"v" 
"xtr"#" %ss'"s, o*t"( %( $ r$)%c$& 
w$+, $() cr"$t" $ &ot o* v$&'". T," 
&$tt"r #"r"&+ r"&%"v" #o)"r$t" p$%(s.
Nice to h!ve
Dow(&o$) tr%gg"r q'"st%o(s
3%
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G!in Cre!tors
G!in cre!tors describe how #our prod-
ucts !nd services cre!te customer 
g!ins. The# exp"icit"# out"ine how 
#ou intend to produce outcomes !nd 
benefits th!t #our customer expects, 
desires, or wou"d be surprised b#, 
inc"uding function!" uti"it#, soci!" g!ins, 
positive emotions, !nd cost s!vings. 
As with p!in re"ievers, g!in cre!tors 
don’t need to !ddress ever# g!in 
identified in the customer profi"e. 
Focus on those th!t !re re"ev!nt to 
customers !nd where #our products 
!nd services c!n m!ke ! di%erence. 
The fo""owing "ist of trigger questions c!n he"p 
$ou think of di'erent w!$s $our products !nd 
services m!$ he"p $our customers obt!in 
required, expected, desired, or unexpected 
outcomes !nd benefits. 
Ask $ourse"f: Cou"d $our products !nd services…
ǃɲ cre!te s!vings th!t p"e!se $our customers? 
In terms of time, mone$, !nd e'ort.
ǃɲ produce outcomes $our customers expect or 
th!t exceed their expect!tions? B$ o'ering 
qu!"it$ "eve"s, more of something, or "ess of 
something.
ǃɲ outperform current v!"ue propositions !nd 
de"ight $our customers? Reg!rding specific 
fe!tures, perform!nce, or qu!"it$. 
ǃɲ m!ke $our customers’ work or "ife e!sier? Vi! 
better us!bi"it$, !ccessibi"it$, more services, 
or "ower cost of ownership. 
ǃɲ cre!te positive soci!" consequences? B$ 
m!king them "ook good or producing !n 
incre!se in power or st!tus. 
ǃɲ do something specific th!t customers !re 
"ooking for? In terms of good design, gu!r!n-
tees, or specific or more fe!tures. 
ǃɲ fu"fi"" ! desire customers dre!m !bout? B$ 
he"ping them !chieve their !spir!tions or 
getting re"ief from ! h!rdship? 
ǃɲ produce positive outcomes m!tching $our 
customers’ success !nd f!i"ure criteri!? In 
terms of better perform!nce or "ower cost. 
+
-
Essenti!"
Re"ev!nce
A g$%( cr"$tor c$( pro)'c" #or" or 
&"ss r"&"v$(t o'tco#"s $() b"(".ts 
*or t," c'sto#"r j'st &%-" w" ,$v" 
s""( *or p$%( r"&%"v"rs. M$-" s'r" 
+o' )%/"r"(t%$t" b"tw""( "ss"(t%$& 
$() (%c" to ,$v" g$%( cr"$tors. Nice to h!ve
ǃɲ he"p m!ke !doption e!sier? Through "ower cost, 
fewer investments, "ower risk, better qu!"it$, 
improved perform!nce, or better design. 
Dow(&o$) tr%gg"r q'"st%o(s
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v56-7 
p8+9:;<t'+= 
d%/VXD
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(ub/2Qa)
W%i _pu 
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h%69> c8\_*% 
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bI/V4%/s 
m%&A:P/
b8<2|, ca\_$, 
+ ab(S@MKba\ 
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M!pping the 
V!"ue Proposition 
of V!"ue 
Proposition 
Design
“N!ked” "ist of the products 
!nd services th!t $our v!"ue 
proposition bui"ds on to 
t!rget ! specifi c customer 
segment.
It’s ok!$ to !ggreg!te sever!" 
v!"ue propositions into one.
P!in re"ievers out"ine how ex!ct"$ $our 
products !nd services ki"" customer 
p!ins. E!ch p!in re"iever !ddresses !t 
"e!st one or more p!ins or g!ins. Don’t 
!dd products or services here.
Rem!rk!b"e v!"ue propositions focus 
on jobs, p!ins, !nd g!ins th!t m!t-
ter to customers !nd !chieve those 
exceeding"# we"". Ag!in, #ou shou"d not 
tr# to !ddress !"" customer p!ins !nd 
g!ins. Focus on those th!t wi"" m!ke ! 
di% erence for #our customer.
34
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Form!" M!p 
of how we be"ieve 
the products !nd 
services !round this 
book cre!te v!"ue 
for customers 
G!in cre!tors high"ight how ex!ct"$ 
$our products !nd services he"p 
customers !chieve g!ins. E!ch g!in 
cre!tor !ddresses !t "e!st one or 
more p!ins or g!ins. Don’t !dd prod-
ucts or services here. 
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The V!"ue M!pM!p How 
Your Products 
!nd Services 
Cre!te V!"ue 
Cop+r%g,t B's%("ss Mo)"& Fo'()r+ AG 
T," #$-"rs o* B's%("ss Mo)"& G"("r$t%o( $() Str$t"g+z"r
Instructions
Sketch out the v!"ue m!p of one of $our existing 
v!"ue propositions. For ex!mp"e, use one th!t 
t!rgets the customer segment $ou profi"ed in the 
previous exercise. It’s e!sier to get st!rted with !n 
existing v!"ue proposition. However, if $ou don’t 
h!ve one $et, sketch out how $ou intend to cre!te 
v!"ue with ! new ide!. We wi"" cover the cre!tion of 
new v!"ue propositions more specific!""$ "!ter on in 
this book.
OB%ECTIVE
Describe exp#icit#" 
how "our products 
!nd services cre!te 
v!#ue
OUTCOME
& p!ge m!p of v!#ue 
cre!tion
For now:
%. Gr!b the customer profi"e $ou previous"$ 
comp"eted.
2. Down"o!d the v!"ue m!p.
3. Gr!b ! set of sm!"" stick$ notes.
4. M!p out how $ou cre!te v!"ue for $our customers.
Dow(&o$) t," V$&'" M$p p)*
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+
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+
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+
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#
List products !nd services.
List !"" the products !nd services of 
$our existing v!"ue proposition.
2
Out"ine p!in re"ievers.
Out"ine how $our products !nd 
services current"$ he"p customers !""e-
vi!te p!ins b$ e"imin!ting undesired 
outcomes, obst!c"es, or risks. Use one 
stick$ note per p!in re"iever. 
3
Out"ine g!in cre!tors.
Exp"!in how $our products !nd 
services current"$ cre!te expected 
or desired outcomes !nd benefi ts for 
customers. Use one stick$ note per 
g!in cre!tor. 
4
R!nk b$ order of import!nce.
R!nk products !nd services, p!in 
re"ievers, !nd g!in cre!tors !ccord-
ing to how essenti!" the$ !re to 
customers. 
Do t,%s "x"rc%s" o(&%("
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P!in re"ievers vs. G!in cre!tors
P!in re"ievers !nd g!in cre!tors both cre!te v!"ue 
for the customer in di'erent w!$s. The di'erence 
is th!t the former specific!""$ !ddresses p!ins 
in the customer profi"e, whi"e the "!tter specifi-
c!""$ !ddresses g!ins. It is ok!$ if either of them 
!ddresses p!ins !nd g!ins !t the s!me time. 
The m!in go!" of these two !re!s is to m!ke the 
customer v!"ue cre!tion of $our products !nd 
services exp"icit. 
Wh!t is the di1erence with the p!ins 
!nd g!ins in the customer profi"e?
P!in re"ievers !nd g!in cre!tors !re distinct"$ 
di'erent from p!ins !nd g!ins. You h!ve contro" 
over the former, where!s $ou don’t h!ve contro" 
over the "!tter. You decide (i.e., design) how $ou 
intend to cre!te v!"ue b$ !ddressing specific jobs, 
p!ins, !nd g!ins. You don’t decide over which 
jobs, p!ins, !nd g!ins the customer h!s. And no 
v!"ue proposition !ddresses !"" of ! customer’s 
jobs, p!ins, !nd g!ins. The best ones !ddress 
those th!t m!tter most to customers !nd do so 
extreme"$ we"". 
?
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 Common Mist!kes
List !"" $our products !nd services 
r!ther th!n just those t!rgeted !t ! 
specific segment.
Add products !nd services to the p!in 
re"iever !nd g!in cre!tor fie"ds.
O'er p!in re"ievers !nd g!in cre!tors 
th!t h!ve nothing to do with the p!ins 
!nd g!ins in the customer profi"e.
M!ke the unre!"istic !ttempt to 
!ddress !"" customer p!ins !nd 
g!ins.
 Best Pr!ctices
Products !nd services cre!te v!"ue 
on"$ in re"!tionship to ! specific 
customer segment. List on"$ the 
bund"e of products !nd services th!t 
joint"$ form ! v!"ue proposition for ! 
specific customer segment.
P!in re"ievers !nd g!in cre!tors !re 
exp"!n!tions or ch!r!cteristics th!t 
m!ke the v!"ue cre!tion of $our 
products !nd services exp"icit. Ex!m-
p"es inc"ude “he"ps s!ve time” !nd 
“we""-designed.”
Remember th!t products !nd services 
don’t cre!te v!"ue in !bso"ute terms. 
It is !"w!$s re"!tive to customers’ jobs, 
p!ins, !nd g!ins.
Re!"ize th!t gre!t v!"ue propositions 
!re !bout m!king choices reg!rd-
ing which jobs, p!ins, !nd g!ins to 
!ddress !nd which to forgo. No v!"ue 
proposition !ddresses !"" of them. 
If $our v!"ue m!p indic!tes so, it’s 
prob!b"$ bec!use $ou’re not honest 
!bout !"" the jobs, p!ins, !nd g!ins 
th!t shou"d be in $our customer 
profi"e. 
Best Pr!ctices for 
M!pping V!"ue Cre!tion
4
5
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/07
Fit
40
Fit
You !chieve fit when customers get 
excited !bout #our v!"ue proposition, 
which h!ppens when #ou !ddress 
import!nt jobs, !""evi!te extreme 
p!ins, !nd cre!te essenti!" g!ins 
th!t customers c!re !bout. As we wi"" 
exp"!in throughout this book, fit is 
h!rd to find !nd m!int!in. Striving for 
fit is the essence of v!"ue proposition 
design.
Customers expect !nd desire ! "ot from products 
!nd services, $et the$ !"so know the$ c!n’t h!ve 
it !"". Focus on those g!ins th!t m!tter most to 
customers !nd m!ke ! di'erence. 
Customers h!ve ! "ot of p!ins. No org!niz!tion c!n 
re!son!b"$ !ddress !"" of them. Focus on those 
he!d!ches th!t m!tter most !nd !re insufficient"$ 
!ddressed. 
Fit
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Your customers !re the judge, 
jur#, !nd executioner of #our 
v!"ue proposition. The# wi"" be 
merci"ess if #ou don’t find fit! 
Are $ou 
!ddressing 
essenti!" 
customer 
g!ins?
Are $ou 
!ddressing 
extreme 
customer 
p!ins? 
Fit
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Fit?
When we designed the v!"ue proposition 
for this book, we strived to !ddress some 
of the most import!nt jobs, p!ins, !nd 
g!ins th!t potenti!" customers h!ve !nd 
th!t !re insufficient"# !ddressed b# current 
business book form!ts.
Check m!rks signif$ th!t prod-
ucts !nd services re"ieve p!ins 
or cre!te g!ins !nd direct"$ 
!ddress one of the customers8 
jobs, p!ins, or g!ins.
v56-7 
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M!,2Q C5"ZT;
5 5
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5 5 5
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c!"#$%&e 
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g!<=X ,:w= 
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Xs show which jobs, p!ins, 
!nd g!ins the v!"ue proposition 
does not !ddress.
h%69> B\ 
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ca\_$aE
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4
4
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Check 
Your Fit
#
Instructions
Bring in the V!"ue Proposition M!p !nd Customer 
Segment Profi "e $ou comp"eted e!r"ier. Go through 
p!in re"ievers !nd g!in cre!tors one b$ one, !nd 
check to see whether the$ fi t ! customer job, p!in, 
or g!in. Put ! check m!rk on e!ch one th!t does.
OB%ECTIVE
Verif" if "ou !re 
!ddressing wh!t m!t-
ters to customers
OUTCOME
Connection between 
"our products !nd 
services !nd customer 
jobs, p!ins, !nd g!ins
Do t,%s "x"rc%s" o(&%("
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2
Outcome
If ! p!in re"iever or g!in cre!tor doesn’t fit 
!n$thing, it m!$ not be cre!ting customer v!"ue. 
Don’t worr$ if $ou h!ven’t checked !"" p!ins/
g!ins—$ou c!n’t s!tisf$ them !"". Ask $ourse"f, 
how we"" does $our v!"ue proposition re!""$ fit 
$our customer?
Dow(&o$) t," V$&'" Propos%t%o( C$(v$s p)*
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Se!rching for Fit is the process of 
designing v!"ue propositions !round 
products !nd services th!t meet jobs, 
p!ins, !nd g!ins th!t customers re!""# 
c!re !bout. Fit between wh!t ! com-
p!n# o% ers !nd wh!t customers w!nt 
is the number one requirement of ! 
successfu" v!"ue proposition.Fit h!ppens in three st!ges. The fi rst 
occurs when #ou identif# re"ev!nt 
customer jobs, p!ins, !nd g!ins #ou 
be"ieve #ou c!n !ddress with #our 
v!"ue proposition. The second occurs 
when customers positive"# re!ct to 
#our v!"ue proposition !nd it gets 
tr!ction in the m!rket. The st!rt-up 
movement c!""s these prob"em-
so"ution fi t !nd product-m!rket fi t, 
respective"#. The third occurs when 
#ou fi nd ! business mode" th!t is 
sc!"!b"e !nd profi t!b"e. 
Three Kinds of Fit
#
Prob"em-So"ution Fit 
2
Product-M!rket Fit
3
Business Mode" Fit
G"t “F%t” post"r
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On P!per
#. Prob"em-So"ution Fit 
Prob"em-so"ution fi t t!kes p"!ce when $ou 
ǃɲ H!ve evidence th!t customers c!re !bout 
cert!in jobs, p!ins, !nd g!ins.
ǃɲ Designed ! v!"ue proposition th!t !ddresses 
those jobs, p!ins, !nd g!ins.
At this st!ge $ou don’t $et h!ve evidence th!t 
customers !ctu!""$ c!re !bout $our v!"ue 
proposition. 
 This is when $ou strive to identif$ the jobs, 
p!ins, !nd g!ins th!t !re most re"ev!nt to 
customers !nd design v!"ue propositions !ccord-
ing"$. You protot$pe mu"tip"e !"tern!tive v!"ue 
propositions to come up with the ones th!t 
produce the best fi t. The fi t $ou !chieve is not 
$et proven !nd exists m!in"$ on p!per. Your next 
steps !re to provide evidence th!t customers c!re 
!bout $our v!"ue proposition or st!rt over with 
designing ! new one.
In the M!rket
2. Product-M!rket Fit 
Product-m!rket fi t t!kes p"!ce when $ou
ǃɲ H!ve evidence th!t $our products !nd services, 
p!in re"ievers, !nd g!in cre!tors !re !ctu!""$ 
cre!ting customer v!"ue !nd getting tr!ction in 
the m!rket.
During this second ph!se, $ou strive to v!"id!te or 
inv!"id!te the !ssumptions under"$ing $our v!"ue 
proposition. You wi"" inevit!b"$ "e!rn th!t m!n$ 
of $our e!r"$ ide!s simp"$ don’t cre!te customer 
v!"ue (i.e., customers don’t c!re) !nd wi"" h!ve to 
design new v!"ue propositions. Finding this second 
t$pe of fi t is ! "ong !nd iter!tive process; it doesn’t 
h!ppen overnight. 
In the B!nk
3. Business Mode" Fit
Business mode" fi t t!kes p"!ce when $ou
ǃɲ H!ve evidence th!t $our v!"ue proposition 
c!n be embedded in ! profi t!b"e !nd sc!"-
!b"e business mode".
A gre!t v!"ue proposition without ! gre!t 
business mode" m!$ me!n suboptim!" fi n!nci!" 
success or even "e!d to f!i"ure. No v!"ue prop-
osition—however gre!t—c!n survive without ! 
sound business mode".
 The se!rch for business mode" fi t ent!i"s ! 
"!borious b!ck !nd forth between designing ! 
v!"ue proposition th!t cre!tes v!"ue for custom-
ers !nd ! business mode" th!t cre!tes v!"ue 
for $our org!niz!tion. You don’t h!ve business 
mode" fi t unti" $ou c!n gener!te more revenues 
with $our v!"ue proposition th!n $ou incur costs 
to cre!te !nd de"iver it (or “them” in the c!se of 
p"!tform mode"s with more th!n one interde-
pendent v!"ue propositions). 
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Customer 
Profi "es in B2B
V!"ue propositions in business-to-
business (B2B) tr!ns!ctions t#pic!""# 
invo"ve sever!" st!keho"ders in the 
se!rch, ev!"u!tion, purch!se, !nd 
use of ! product or service. E!ch one 
h!s ! di% erent profi "e with di% erent 
jobs, p!ins, !nd g!ins. St!keho"ders 
c!n ti"t the purch!sing decision in one 
direction or !nother. Identif# the most 
import!nt ones !nd sketch out ! V!"ue 
Proposition C!nv!s for e!ch one of 
them.
Profi "es v!r# !ccording to the sector 
!nd size of org!niz!tion, but the# 
t#pic!""# inc"ude the fo""owing ro"es:
A)$pt") *ro# St"v" B&$(-, T," Fo'r St"ps to t," Ep%p,$(+, 2006.
Aggreg!ted
+Unbund"ed
V!"ue propositions to st!keho"ders w%t,%( the business
V!"ue Proposition Business Segment
I(0 '"(c"rs R"co##"()"rs Eco(o#%c b'+"rs D"c%s%o( #$-"rs S$bot"'rsE() 's"rs
Org!niz!tions !re 
customers th!t !re 
composed of di' erent 
st!keho"ders who !"" 
h!ve di' erent jobs, 
p!ins, !nd g!ins. 
Consider m!king ! 
V!"ue Proposition 
C!nv!s for e!ch one.
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In9uencers
Individu!"s or groups whose opinions might count 
!nd whom the decision m!ker might "isten to, 
even in !n inform!" w!$. 
Recommenders
The peop"e c!rr$ing out the se!rch !nd ev!"u!-
tion process !nd who m!ke ! form!" recommen-
d!tion for or !g!inst ! purch!se. 
Economic Bu$ers
The individu!" or group who contro"s the budget 
!nd who m!kes the !ctu!" purch!se. Their 
concerns !re t$pic!""$ !bout fin!nci!" perfor-
m!nce !nd budget!r$ efficienc$. 
In some c!ses, the economic bu$er m!$ sit 
outside !n org!niz!tion, such !s ! government 
p!$ing for the b!sic medic!" supp"$ in nursing 
homes for e"der"$ citizens.
Decision M!kers
The person or group u"tim!te"$ responsib"e for the 
choice of ! product/service !nd for ordering the 
purch!se decision. Decision m!kers usu!""$ h!ve 
u"tim!te !uthorit$ over the budget. 
End Users
The u"tim!te benefici!ries of ! product or service. 
For ! business customer, end users c!n either 
be within their own org!niz!tion (! m!nuf!cturer 
bu$ing softw!re for its designers), or the$ c!n be 
extern!" customers (! device m!nuf!cturer bu$ing 
chips for the sm!rtphones it se""s to consumers). 
End users m!$ be p!ssive or !ctive, depending 
on how much s!$ the$ h!ve in the decision !nd 
purch!se process.
S!boteurs
The peop"e !nd groups who c!n obstruct or der!i" 
the process of se!rching, ev!"u!ting, !nd purch!s-
ing ! product or ! service. 
D"c%s%o( #$-"rs t+p%c$&&+ s%t %(s%)" t," c'sto#"r’s 
org$(%z$t%o(, w,"r"$s I(0'"(c"rs, r"co##"()"rs, 
"co(o#%c b'+"rs, "() 's"rs, $() s$bot"'rs c$( 
s%t %(s%)" or o'ts%)" t," org$(%z$t%o(.
Unbund"ing 
the F!mi"$
V!"ue propositions to the consumer m!$ !"so 
invo"ve sever!" st!keho"ders in the se!rch, ev!"u-
!tion, purch!se, !nd use of ! product or service. 
For ex!mp"e, consider ! f!mi"$ th!t intends to 
bu$ ! g!me conso"e. In this situ!tion, there is 
!"so ! di'erence between the economic bu$er, 
the in(uencer, the decision m!ker, the users, 
!nd the s!boteurs. It therefore m!kes sense to 
sketch out ! di'erent V!"ue Proposition C!nv!s 
for e!ch st!keho"der.
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H!ier
Mu"tip"e Fits
Some business mode"s work on"# 
with ! combin!tion of sever!" v!"ue 
propositions !nd customer segments. 
In these situ!tions, #ou require fi t 
between e!ch v!"ue proposition !nd its 
respective customer segment for the 
business mode" to work. 
Two common i""ustr!tions of mu"tip"e 
fi ts !re "#t&r(&)"!r% !nd p$!t,or(
business mode"s. 
Intermedi!r$
When ! business se""s ! product or service 
through !n intermedi!r$, it e' ective"$ needs to 
c!ter to two customers: the end customer !nd 
the intermedi!r$ itse"f. Without ! c"e!r v!"ue 
proposition to the intermedi!r$, the o' er might 
not re!ch the end customer !t !"", or !t "e!st not 
with the s!me imp!ct.
H!ier h!s ! v!"ue proposition to their interme-
di!r$ customer, the ret!i"ers, who !re !"so the 
m!in ch!nne" for the end customer.
H!ier h!s ! v!"ue proposition to 
the end customer, househo"ds.
Chinese fi rm H!ier se""s home !pp"i!nces !nd 
e"ectronics to househo"ds g"ob!""$. It does this 
"!rge"$ through ret!i"ers such !s C!rrefour, 
W!"m!rt, !nd others. To be successfu", H!ier 
needs to cr!ft !n !ppe!"ing v!"ue proposition 
both to househo"ds (the end customer) !nd to 
intermedi!r$ distributors.
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AirbnbP"!tforms
P"!tforms function on"$ when two or more !ctors 
inter!ct !nd dr!w v!"ue within the s!me inter-
dependent business mode". P"!tforms !re c!""ed 
doub"e-sided when there !re two such !ctors 
!nd mu"tisided when there !re more th!n two. 
A p"!tform exists on"$ when !"" sides !re present 
in the mode". 
Airbnb is !n ex!mp"e of ! doub"e-sided p"!tform. 
It is ! website th!t connects "oc!" residentswith 
extr! sp!ce to rent out !nd tr!ve"ers "ooking for 
!"tern!tives to hote"s !s ! p"!ce to st!$. In such ! 
c!se, the business mode" needs to ho"d two v!"ue 
propositions, one for "oc!" residents (c!""ed hosts) 
!nd one for tr!ve"ers.
Stay Rent
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Going to the Movies
Let us w!"k through the concepts of the V!"ue Proposition 
C!nv!s with !nother simp"e ex!mp"e. Im!gine the owner of 
! movie the!ter ch!in w!nts to design new v!"ue proposi-
tions for his customers. 
Wh!t drives the moviegoer?
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Tip: A (potenti!") 
customer exists 
independent"$ of 
$our v!"ue proposition.
When $ou sketch out 
$our customer’s profi"e, 
don’t just focus on 
jobs, p!ins, !nd g!ins 
re"!ted to $our v!"ue 
proposition. Keep it 
bro!d to underst!nd 
wh!t re!""$ drives $our 
customers.Wh!t shou#d the new v!#ue 
proposition #ook #ike?
He cou"d st!rt with the v!"ue proposition’s fe!-
tures !nd get excited !bout the "!test gener!tion 
of big screens, st!te-of-the-!rt disp"!$ techno"-
ogies, t!st$ sn!cks, soci!" h!ppenings, urb!n 
experiences, !nd so on. But, of course, those on"$ 
re!""$ m!tter if customers c!re !bout them. So he 
sets out to better underst!nd wh!t his customers 
tru"$ w!nt. 
Tr!dition!""$ he’d sketch out ps$chodemo-
gr!phic profi"es of his customer segments. But 
this time he decides to comp"ement this t$pe of 
segment!tion with customer profi"es th!t high"ight 
! customer’s jobs, p!ins, !nd g!ins.
?
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Cost Structure
Ke$ P!rtnerships
Ke$ Resources Ch!nne"s
Ke$ Activities V!"ue Propositions Customer 
Re"!tionships
Customer 
Segments
Revenue Stre!ms
A Movie The!ter’s Business Mode"
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The tr!dition!" !ppro!ch: 
ps+c(o,$)ogr!p(%c pro' "$s
Tr!dition!" ps$chodemogr!phic profi "es group 
consumers into c!tegories th!t h!ve the s!me 
socioeconomic ch!r!cteristics.
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m!sV7;
The new !ppro!ch: *oc#s%&g o& t($ jobs, 
p!%&s, !&, g!%&s t(!t ,r%v$ c#sto)$rs
B$ sketching out ! customer profi "e, $ou !im to 
uncover wh!t re!""$ drives peop"e, r!ther th!n just 
describing their socioeconomic ch!r!cteristics. 
You investig!te wh!t the$’re tr$ing to !chieve, 
their under"$ing motives, their objectives, !nd 
wh!t’s ho"ding them b!ck. Doing so wi"" bro!den 
$our horizon !nd "ike"$ uncover new or better 
opportunities to s!tisf$ customers. 
&ANE MOVIEGOER
20-30 $e!rs o"d
Upper midd"e c"!ss
E!rns $%00K/$e!r
M!rried, 2 chi"dren
Movie Beh!vior:
ǃɲ Prefers !ction movies
ǃɲ Likes popcorn !nd sod!
ǃɲ Does not "ike w!iting in 
"ine
ǃɲ Bu$s tickets on"ine
ǃɲ Goes once ! month
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S!me Customer, 
Di1 erent Contexts
In our ex!mp"e, the context 
in which our moviegoer fi nds 
herse"f wi"" in9 uence which jobs 
m!tter more or "ess to her. 
Add contextu!" e"ements to $our 
customer profi "es if necess!r$. 
The$ might serve !s constr!ints for 
designing v!"ue propositions "!ter on.
Priorities ch!nge depending on ! cus-
tomer’s context. T!king this context into 
!ccount before #ou think of ! v!"ue 
proposition for th!t customer is cruci!". 
With the jobs-to-be-done !ppro!ch, $ou uncover 
the motiv!tions of di' erent customer segments. 
Yet, depending on the context, some jobs wi"" 
become more import!nt or m!tter "ess th!n 
others.
 In f!ct, the context in which ! person fi nds 
himse"f or herse"f often ch!nges the n!ture of the 
jobs th!t the person !ims to !ccomp"ish. 
 For ex!mp"e, the c"iente"e of ! rest!ur!nt is 
"ike"$ to use ver$ di' erent criteri! to ev!"u!te 
their dining experience !t "unch versus !t dinner. 
Likewise ! mobi"e phone user wi"" h!ve di' erent 
job requirements when using the phone in ! c!r, 
in ! meeting, or !t home. Hence, the fe!tures of 
$our v!"ue proposition wi"" be di' erent depending 
on which context(s) $ou !re focusing. 
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The kids’ !fternoon o1 D!te night
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When? Wednesd!$ !fternoon
Where? Le!ving from home
With whom? Kids !nd m!$be their friends
Constr!ints? After schoo", before dinner time
When? S!turd!$ evening
Where? Le!ving from home
With whom? P!rtner
Constr!ints? Kids t!ken c!re of (if p!rents)
When? An$ time
Where? Le!ving from home
With whom? A"one
Constr!ints? Needs to be !b"e to t!ke notes
Person!" rese!rch
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S!me Customer, 
Di1 erent So"utions
In tod!$’s h$percompetitive wor"d, customers !re 
surrounded b$ !n oce!n of tempting v!"ue propo-
sitions th!t !"" compete for the s!me "imited s"ots 
of !ttention.
 Ver$ di' erent v!"ue propositions m!$ !ddress 
simi"!r jobs, p!ins, !nd g!ins. For ex!mp"e, our 
movie the!ter ch!in competes for customer !tten-
tion not on"$ with other movie the!ters but !"so 
with ! bro!d r!nge of !"tern!tive options: renting 
! movie !t home, going out to dinner, visiting ! 
sp!, or m!$be even !ttending !n on"ine virtu!" !rt 
exhibit with 3D g"!sses. 
 Strive to underst!nd wh!t $our customers 
re!""$ c!re !bout. Investig!te their jobs, p!ins, 
!nd g!ins be$ond wh!t $our own v!"ue proposi-
tion direct"$ !ddresses in order to im!gine tot!""$ 
new or subst!nti!""$ improved ones. 
Underst!nd $our customers be$ond 
$our so"ution. Une!rth the jobs, p!ins, 
!nd g!ins th!t m!tter to them in order 
to underst!nd how to improve $our 
v!"ue proposition or invent new ones. 
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Open s"ot for which 
potenti!""$ ver$ di' erent 
v!"ue propositions !re 
competing
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Customer Profi"e
Use the customer profi"e to visu!"ize 
wh!t m!tters to customers. Specif# 
their jobs, p!ins, !nd g!ins. Communi-
c!te the profi"e !cross #our org!niz!-
tion !s ! one-p!ge !ction!b"e 
document th!t cre!tes