enterpriseTECH Dec 10

文章目錄

• enterpriseTECH Dec 10
• • **Business models and value propositions**
  • • understand the context of business modelling
    • what is a business model?
    • overview of canvaws
    • • create
      • capture value !!!! it is important to see that we determine the value capture first, and the determine what are the activities for that model
      • delivery the value
    • examples: cafe machines
    • • customers
      • value propersition
      • customer relations
      • channels
      • Revenue streams
      • key activities
      • key resources
      • key partners
      • cost structure
      • main take away
  • is every post-it in your canvas connected to one another?
  • is every post-in in your canvas precise enough?
  • • critically asses and test your business model
    • ways for use business model canvas
  • shared language
  • company dashboard
  • • different types of business model
  • value propersition
  • • build, measure and learn cycle (important to do in the early stage)
    • value proposition canvas
  • value proposition
  • customer segment
  • • • hypothesis
      • priority
      • testing methods (low cost and rapid)
  • Mvp test a particular hypothesis
  • • customer job trigger questions
  • customers, markets, and applications the essential
  • • how do we do that ?
    • step 1
    • Step2: analsis at company level
    • step 3 analysis at indusry level
    • • step 2 : defining your customer
      • case study of b2c
    • analyzing your customers b-b
  • big picture eco!!!!
  • **Understanding your audience**
  • • who are you?
  • impressions and customer experinece
  • company culture
  • brand identity
  • • who needs to know?
    • how will they find out?
    • why should they care?
  • **Product-market fit**
  • HXC
  • • delivery your map to your hxc
    • testing your value hypothesis
  • Executive summary.
  • Technology introduction, attributes and advantages.
  • Gaps between the current position and minimum viable product.
  • Application, industry and market place.
  • Competitor landscape.
  • Commercial advantages.
  • Primary market research analysis, pricing.
  • Intellectual property position.
  • Potential business models.
  • Summary of the commercial potential of the technology.
  • Recommendations for the inventor(s). It may be that the market for the technology is limited; this is also a valid conclusion to draw.
  • understanding the basics of marketing
  • what benefits are provably unique?
  • what are the parameters of difference?
  • are all hygiene factors covered?
  • can not reliably inspected or tested in advance
  • what is important at our company?
  • the universal check/filter for what you do and how you behave?
  • Determines how you communicate about your company to others
  • forms the basis of your banding
  • often relects your personal values
  • drives the company's culture?
  • what are you definitely not?
  • contagious具有傳染性的
  • easy to understand
  • emotive
  • believable
  • useful
  • inspiring
  • Inclusive
  • awareness
  • consideration
  • purchase
  • retention
  • Advocacy

Business models and value propositions

Ludo Chapman, Founder, The Innovation Practice

This workshop will provide you with an overview of business modelling and will take you through how to use the business model canvas effectively when considering your own business idea. The workshop will also highlight the importance of understanding and testing your value proposition before committing to it fully.

understand the context of business modelling

• putting business model into context
  • idea -> business plan
    • there is a lot of details about the project
      • product
      • money to produce
      • money as the revenue
      • these foundations need to be liiad
        • business model canvas
        • value proposition canvas
      • these tools
        • design
        • test
        • design
        • test
        • …
        • before the execution
  • design and test-> execute

what is a business model?

• Business model definition

  • value creation
  • value capture

• business model for three models

  • how a organisation creates value for customers
  • Captures value for itself
  • Delivers value continuously and consistently

• a canvas for considering how to

• A value proposition is a promise of value to be delivered, communicated, and acknowledged. It is also a belief from the customer about how value (benefit) will be delivered, experienced and acquired.

  A value proposition can apply to an entire organization, or parts thereof, or customer accounts, or products or services.

  Creating a value proposition is a part of business strategy. Kaplan and Norton say “Strategy is based on a differentiated customer value proposition. Satisfying customers is the source of sustainable value creation.”[1]

  Developing a value proposition is based on a review and analysis of the benefits, costs, and value that an organization can deliver to its customers, prospective customers, and other constituent groups within and outside the organization. It is also a positioning of value, where Value = Benefits ? Cost (cost includes economic risk).[2]

• be precise to the customers

• who are the key customers

  • and go to the next customers
    • customer segments

overview of canvaws

create

• air b and b customers
  • travelers
  • property owners
    • Home owners
• start with the customers
• the value proporsitions for the customers
  • travelers
    • living in a cheaper approaches
  • Home owners
    • increase the income for free space
• applying the different colors for different customers and gather the values for them respectively
• then do the channel things
  • media
  • talks
  • tools to reach the customers
    • endless ways for doing it
    • instructmentations
    • direct salesforce
    • Air b and b
• customer relationship
  • account managemer
  • personal asssitance
    • call center
    • website
    • community
      • Look after each other
      • look after their customers
  • the start up should have resources for the customer relationship
    • very very important
    • get them on board, and look after them effectively

capture value !!! it is important to see that we determine the value capture first, and the determine what are the activities for that model

• methods for getting money from customers
  • revenue for the companies
  • write it to the

delivery the value

• key activities
  • prodution
  • marketing
  • customer relationship
  • Distribution
  • make sure the key strength you are most proficient in
  • if you are not the best in that domain
  • you may need the key partners to do that
• key partners
  • thinking about what you want to do
  • and what you want to outsource
  • Ip
• key resources
  • factory
  • intellectual property
  • protect you from the competition from the key resources
  • funding for generate the valu
    • grant
    • Funding
• cost structure
  • people
  • ip
  • resources
  • what you want to achieve the value for the

examples: cafe machines

customers

• individuals
  • coffee lovers
• Companies
  • like ifm

value propersition

• individual
  • create the perfect cup of coffee in convenient and consistent way
  • machines
  • capsules
  • Boutique experiences!

customer relations

• Community - naspresso club
• website
• Call center
• boulique coffee specialists
  • 精品咖啡
  • （Hanging ear coffee掛耳咖啡）

channels

• On-line
• retailers
• phones
• tv advertising
• Boutique stores

Revenue streams

• machines
  • 4%
• capsules
  • 92%
• free machines
  • 0%
• Others
  • 4%

key activities

• distribution
• production
• r and d
• marketing
• sales
• support

key resources

• brand and celebrities
• ip
• Coffee experts
• nestle money
  • 雀巢的錢
• factories
• boutiques

key partners

• machine makers
• coffee bean suppliers
• shopfinars

cost structure

• marketing and branding
• r and d
• production
• distribution
• Boutique rent and rates

main take away

• complete in logical order
• keep it simple

• is every post-it in your canvas connected to one another?

• is every post-in in your canvas precise enough?

• does your canwas distinguish between “as-is” and to"to-be"?
  • two models
    • as-is
    • To-be
  • two colors
    • as-is
    • To-be
• does your canwas distinguish between “known/facts” and “unknowns/assumptions”?
  • two models
    • as-is
    • To-be
  • two colors
    • as-is
    • To-be

critically asses and test your business model

• desirability
  • do customers want it?
  • will they be able to find it?
  • can you support it?
• visability
  • will they pay you for it?
  • can you make money from it?
• feasibility
  • can you build and delivery it?

ways for use business model canvas

• strategy development
  • !
• business model experimentation for innovations
  • !
• story telling
  • simple and straightforward for

• shared language

• company dashboard

• Team alignment and onboarding
  • alignment for onboard for the

different types of business model

• mutil-side platform or marketplace

  • two distinct user groups that provide each otehr with network benefits
    • airbub
    • uber
    • ebay
    • amazon

• freemuum

  • production is for free and
  • users for upgraded and pay to get expanded access or virtual goods
    • youtube
    • spotify
    • linkedin

• razor and blades (lock in model)

  • Attractive, intensive or free initial offer that encourages continuing
  • future purchases
    • gillette
    • hp
    • nespresso

• product to service

  • rather than sell a product, sell a service that the product performs
    • zipcar
    • Rolls-royce
      • not selling engines
      • selling the services for using their engines
    • not selling assets
      • selling services for
        • pay a subscriptions
          • for transfering product as a service

• subscriptions

  • a comstomer must pay a subscription price to have a ccess to a product or servcie
    • office
    • times newspaper

• vizologi

• quarterly based changes for the business model

• liscencing

  • is the biotech start up

value propersition

build, measure and learn cycle (important to do in the early stage)

• think
  • Hypothesis
• build
  • experiments
  • Mvps
• measure
  • Data
  • evidence
• learn
  • actions
  • Insights
    • go back to think

---

important to see that th

value proposition canvas

• value proposition

  • value proposition

  • customer segment

• start with th

• value map

  • for the value map, start with product and services which is simply a list of what you will offer
    • fulfil fucntionsl
    • social
    • emotional jobs
    • Satisfy basic need
  • pain relievers
    • Describe how you beliebe your product and services
    • specific customer
  • finally
    • complete the gain creators
      • Describe how you believe your products and servcies for relieving their gains for your customers

• customer profile

  • customer profile
    • forget your prososition
      • if you can, do not lead the jury
  • start with customer jobs which are tasks the customer is trying to do
    • the problem they are trying to solve or the needs they are trying to satisfy
  • they move on to the pains and gains
    • pains describe anything that annoys uour customer, before, during or afer trying a job done
    • Gain descrive the outcome

hypothesis

• desirability
  • do they want it
• viability
  • will they pay for it?
  • can we make money from it?
• esiability

priority

• important or not important
• evidence or no evidence

testing methods (low cost and rapid)

• interviews
  • customers
  • stakeholders
  • suppliers
• observations at client side
  • a day in the life of
  • geting the true response for the customers
• survery and questionaires
  • it is less powerful
• dummy website
  • brilliant ideas for workspace
  • start up
  • wellbeing
  • massage
  • yogurt
  • how can you see whether
  • if this come to cambridge
    • will you be interest
  • 200 pound
    • send out to the 600 responses
    • giving the confidences for the next step
    • website is the very
• google ad-word
  • provide the advertisement on the google
  • statsiticas and evidence

• Mvp test a particular hypothesis

• market research
• competitor research

customer job trigger questions

• what is the one thing that your customer could not live without accomplishing?
• wahat are the set
• talking about their world
• are they
• what is the things that keep your customers awake at night?
• what are the big issues
• concerns
• and worried?
• what berries are keeping your customers from adapting a value proposition?
• are there upfront investment costs
  • a steep learning curve
  • or other obstocles
  • preventing adoption?
• do they understand how things work, have difficult
• mimimum a 20 interviews for
  • avoid familiy
    • be objective for people
• implementation of the business model
  • how do you know that you are
  • when you have the evidence that people have the willingness for paying the
• finding about the problem is very important
  • value proposition testing by the interviewing the people
  • how you can solve it by going through
  • solve the problem first
  • find the customers
• google ads
  • Can do it very
  • information about potential quick way
  • mock
  • landing page
• if it is a indiviudals
  • get the focused groups
• how to test the different business models
  • the business you would love to sell to
  • the one things you know about nhs
    • nhs has a limited fund
    • if you sell it for a thousand pound is not ok
    • you can
  • what can the customer buy
    • whether it is a subscription
    • Understand the customer
  • go out and talking with customers
  • just asking the customers
  • the golden stone for the start up is a

customers, markets, and applications the essential

• relationship

• channel

• overview

  • relationship
  • channel

• defining industy

  • operationalize the definition

• Standard industry codes

  • classification of product categories

• approach of the digits

  • Subsequent digits identify a more fine-graned product category

• industry

• family segment

• examples of different standard industry codes

  • define sample products
  • not knowing the specific product
  • for the easily deployment of the product

• defined the boundaries of our industry

  • now what?

• side effect may be the real deal

• things may trasnfer

how do we do that ?

• time to make some analysis
• what is the size of the market?
• is the market profitable?
• who do my compeitors?

step 1

• Fames:
  • firm level data available for the uk
• orbis
  • firm level database available lobally
  • beter to use it for eu
• compustat
  • Firm level data available for usa listed firms
• capital iq
  • capital iq
  • firm level data available globally
  • better for usa and canada
• they provide an overview of companies
  • accounting data (performance)
  • busienss activities
  • legal structure

Step2: analsis at company level

• size
• ??

step 3 analysis at indusry level

• at industry level calculate for year t

  • profiatbility of industry

    • average roa of al companies in the industry

    • r and d intensity of industry

      • average r and d expenditure of all companies in the industry

    • market concentration

      • s1^2+s22+s3^2
      • Herfindahl-hisrschman index
        • in economy, we use the ginni measure
          • inequality
            • the difference between the max and the mean
      • hhi is one that is the total monoply
      • sn = the market share of the nth companies in the industry
      • 0.25 threshold

    • market leaders

      • list the companies with high market shares
      • usually up to 80% of the market

    • top performers

      • list the companies with above median rca
        • for eg median + standard deviation

    • top innovators

      • list the companies with above median r and d expenditure
        • median and standard deviation

  • it is reasonable to have data longitudinally from the last 5-7 years

---

example

1999-2012. top three industries- leaders

industryaverage roaleading companies

houeholds	26%	proceter & gamble, kimberley-clark, Colgate-palmolive
parmaceuticals	21%	Pfizer, johnson and johnson, merck
petroleum	20%	Exxonmobil, chevron, conocophilips

1999-2012. worst three industries- leaders

industryaverage roaleading companies

Network, and communications, equippent	5.9%	motorola, cisco systems,. lucent
telecommunications	5.8%	Verizon, at and t, sprint-nextel
entertainment	2.7%	Time Warner, walt Disney, news corp

this is the beauty of the market of the capital

• it is always changing

you are once a top player in the competition,

• it is always a up

• return of assets for the companies

  • return of asset
  • compare the apple to apple
  • 7-9 years of the research periods

• turn around strategies

  • quick a chance
  • we want see the standard measurement

---

• profitability
  • is mainly represnted by the profitability
• 7 years are the good domain
  • it is the basic one
• if you want to see the development trend
  • let’s say the 20
  • see the longtitity growh

step 2 : defining your customer

• market for solar glass

  • b to b
    • car manufacturing
    • building contractors
  • b to c
    • car owers
    • home owners
      • homes in areas with sunny weather
        • Houses worth under 400,000 pound
        • Houses worth over 400, 000 pound
      • homes in other geographic areas

• remember dual(multiple ) use of an invention

• summary

  • business model level
    • skateholder level
      • geographical level
        • income level

case study of b2c

• customer profilling: archetype原型
  • demographics
  • Geography
  • social class
  • psychograhics
  • usage rates
  • benefits sought
• Example of typology of customers for consumer technlogy
  • crssing the chasm and the technology adoption life cycle
    • innovators
      • aggressively
      • pursue new technology
      • understand the source of the producers
    • early adopters
      • early users who understand its value before mainstream market
      • Relate the technology to the customers
    • early majority
      • rely on the new tech
      • wait for others to workout he kinks
      • mainly people
      • medium one standard or two standard deviation
    • late majority
      • waits for the established leader to emerge
      • Buys the standard
    • Laggards
      • do want want anything to do tech
  • consumers
    • know where you are
    • finding whether it is the minual variable product
    • know where you are based
  • know the chasm深坑，鴻溝
    • in the start
      • all the tech people
      • they know how to improve the tech
    • however,
      • things are different
      • a tech is not a new thing
      • people’s attention shifts to the new things
      • the type
  • at the end of the day,
    • we need to find the early majority
    • For all the s
    • the early majority is the core
    • "do not hold it that way " is not working for the early majority
• customer profilling survey questionaire
  • target population
    • Customer profile
  • economics of questions and attentions
    • Feasibility questions: are you my customer?
    • hypothesis testing
      • what are your pains, gains, and values?
    • deeper insights
      • ranking and relevance of pains
        • gains
        • Values
  • platforms
    • surveymoney
    • Qualtrics
• customer profiling-survey sample
  • random sampling
    • desirable for very large populations
  • systematic sampling
    • homogenous population
  • stratified samples

analyzing your customers b-b

• identify your customer’s industry
  • industry category
    • same as how you define your industry
      • Analyse the companies and industry variables from the databases available
  • identify big players (market leader, top performaners, top innovators)
    • they can be your customer, or your competitors
    • sometimes, your customer would be low performers and companies losing market share
• other characteristics
  • organizational demographics
    • size
    • age
  • geographical location
  • single or multi-location establishments
  • innovativeness
  • Usage rates
  • company type
    • faily owned
    • private
    • public
    • Start up

big picture eco!!!

• fundamental trends

  • economic growth
  • gdp
  • household
  • corporate
  • government (investment )

• economic cycles

  • recession
  • periods of bust and boom

• meddling governments

  • short terms
  • inventives

• websites

  • oecd
  • Bank of England statstics
  • government statistics

• Only the documents,

• where can i find the data??

• we need have the recessions

  • it is completely reasonable

• dot com bubble

  • have a better solar pannel

• We need the companies to scaleup after the recessions

• government support of business r and d

  • implied tax subsidy rates on r and d expenditures

• the big picture economy

  • what do you want to know from the big picture?
    • where is the economy going?
    • how will it affect you?
  • in general
    • economic propersity the sales boost boost up however during economic downturn
    • Sales shrinkage
    • unless your product is recession proof

• https://www-oecd-ilibrary-org.ezp.lib.cam.ac.uk/economics/data/oecd-stat/data-warehouse_data-00900-en

• https://stats.oecd.org/Index.aspx?DatasetCode=SNA_TABLE1#

Understanding your audience

Research is pivotal in understanding one’s target market, providing insights that can be condensed into a visual language that resonates with the identified audience, influencing colour, typography, messaging and photography choices, and establishing trust through the formation of deep psychological connections. Mario, Managing Director of branding and design agency, JDJ Creative ad design partner to global brands, explains the importance of branding to influence audience perception at each stage of their buying journey.

who are you?

• not a logo

  • impressions
  • they will always remember how they feel about the item

• simpression people

  • formed in their mind
    • experience
    • things they have with you

• designing for a brand

• Brand overview

  • impressions and customer experinece

  • brand purpose and values
    • think as a customer
    • understand their neds
    • drives them
    • connect with them
    • defining your brand purpose
      • Why-how-what framework
        • why is the core
        • How is the
        • what is the product you sell at the outter level
  • defining your audience
    • what evidence do you have
    • why sould i believe in you
      • brand
        • customer
        • case study
          • mental health app
          • stateholders
          • investors
          • theoripiers
          • mental health theoripy
          • all around the person you define for
          • the patience
          • what language will we use
          • We want to define it using it the vision
          • thepist
          • patience
          • usp
            • stigma
            • out of patience consultation?
          • benefits for doing this appraoch
          • different perspectives
          • select their hours
          • connect with others
          • fancy staff
          • different langagaes
          • audiences
          • send people through different journeys
    • power of three
      • any kind of the messages
      • people can only find three labels for one brand
      • google can see the journey
        • suse language that resonates with meaning
        • aim for clarit, brevity, and precision
        • consistency is built on repetition
    • limited timeframe

  • company culture

  • brand identity

• creating a content strategy

  • See-think-do-care framework
    • there are four consideration stages in the customer buying journey

• There are four purposes of content marketing

  • entertain
  • inspire
  • educate
  • convince

• Examples of what your content strategy might look like

  • See: entertain/educateDo: inspire/comvince

    Think: educate/inspire	Care:convince

• Case study

  • ey
    • tapping into micro-monents
  • EY
    • Roll out the
    • embedding the world
    • companies
    • put the companies at the impact they have to the market
    • the resources you have

• add

  • leadership

• brand guideline

  • solid
  • color

• imploying more people

• everybody has known more people

• a series of textbook

• if you are using certain fnd

  • what kind of collectual
  • logo’s relationship
  • start to become hard to control
  • we watch start up grow
  • very consistent

• actually expensive

  • imaine
  • cable companies
  • trucks
  • ships
  • offices
  • throughout the uk
  • us
  • middle east
  • rebranding is to bring the brand again

• harley davidson

  • it is not only visual
  • it is a strategy
  • rebelous spririt

• marking memorable impressions

  • made to stick
  • Chip and dan health

• become normal

  • simple
    • find the core
  • unexpected
    • grab attention
  • concrete
    • something you can easily picture
  • credible
    • the soruce of the information
    • is it trustworthy
  • emotional
    • connecting to the audience
  • stories
    • a question or plot

who needs to know?

how will they find out?

why should they care?

• Professional impression gains instant trust
  • long term value
    • powerful digital strategy
    • investing in innovation
    • people, planet, profit
      • esg
        • Environmental
        • social
        • government
    • perceived value
      • how much you want to pay for a specific value
    • authenticity
• budge originated
  • Read
  • how much should startup spend on initial
  • touch points
  • wordpress
  • Squarespace
  • superposition
  • 20k for a quant
• imaginary
• app
  • 3k for a logo
    • seeing a brand
    • a question inside the
  • put it into the brand agency
    • taking that information and bring it to the logo
  • brand like
    • more information
    • who
    • designing for people
    • bigger eye for
• upgrading the two million poynds
  • 200 people

Product-market fit

HXC

• high expectation customer

  • discerning person
  • Acknowledge and enjoy

• someone who will acknowledge and enjoy

  • your product or service for its greatest benefit

• if you can exceed their expectation and convert them

  • Others will follow

• HXC is the people who requires the highest features of the products

  • they may not always getting the best of them

delivery your map to your hxc

• give the people a sense of a feel
• medical device
• find out it does not work
• find a way for testing for the least cost you can as efficiently as possible

testing your value hypothesis

• a value hypothesis is an attempt
  • articulate the key assumption t
    • underlines
      • why a customer is likely to use your product and at what price
• value hypothesis proves true
  • most people get it wrong, and it needed to redo it many times
• a value hypothesis is an attempt to articulate the key assumption that
  • underlines why a customer is likely to use it
    • at what price
• net promoter score
  • non web products
    • scale from 1 to 10
      • how do you feel if you could no longer use superhuman
        • very disappointed
        • somewhat disappointed
      • What type of people do you think would most benefit from superhuman?
      • what is the main benefit you receive from superhuman?
      • how can you improve superhuman for your?
• Iterate-engage-iterate-engage
  • build
  • measure
  • learn
  • build
  • …
• product market fit
  • go in and out from the market fit
• iteratve
  • 40%
  • people are do
• pivot
  • 改變航向
  • happen everytime
  • change consistently meeting the customer’s need
  • instagram
  • instegram
  • social network
  • targeting for replacing the facebook at the first stage
  • people do not care about updates
  • They may only focus on the imagines
  • they may only want imagies
  • they get the pivot
• some notes on customer feedback
  • overestimate what they will pay for it
  • do you want this
• Sic sigma
  • five why
    • you ask the why again and again
      • then ask why again
        • if it is the fifth one
          • that is the solution
• cold emails
• cold phone calls

---

Project brief (a short statement of what your team intends to research and deliver for the project).

• a short statement of what
  • your team intends to
    • research and
    • deliver for the project

Project scope *-

• succinctly*
• *explain what you consider to be
  • in scope and
  • out of scope for the *
    • *project in the given research spell *
      • i.e. between the lectures and Pitch Night.

Project deliverables

• after* *reading the handbook, *
  • *check your team’s understanding of *
    • *the project deliverables. *
    • Explain what you hope to deliver.

Project methodology - explain how the team intends to go about the project work including work streams and deadlines. You may provide a Gantt chart or similar.

• explain* *how the team intends *
  • to go about the project work
    • including
      • work streams
      • deadlines.
    • You may provide a Gantt chart or similar.*

  • Executive summary.

  • Technology introduction, attributes and advantages.

  • Gaps between the current position and minimum viable product.

  • Application, industry and market place.

  • Competitor landscape.

  • Commercial advantages.

  • Primary market research analysis, pricing.

  • Intellectual property position.

  • Potential business models.

  • Summary of the commercial potential of the technology.

  • Recommendations for the inventor(s). It may be that the market for the technology is limited; this is also a valid conclusion to draw.

Time allocation

• agree how much of each team members
  • personal time can be spent on the project.
    • This is so everyone is clear on what other demands there are on their time.
      • Add each team member’s name and a line of explanation.

Team lead *

• who will be your team lead?
• How did you settle on this person?
• The task for the team lead is to press through the project methodology and keep everyone to schedule.
• The lead is not there to influence or control the direction of the project.
• They are providing a team service.

Team communicator

• who will be your team communicator?
• How did you settle on this person?
• Describe how you plan to communicate within your team, with your supervisor and your inventor.

understanding the basics of marketing

• Andrew hatcher

• teaching fellow at cambridge marketing college

  • mentor at residence at cambridge judge business school entrepreneurship center

• market model

  • developed 1950
  • manufacturing
  • 4p staff
  • based on another era

• make the contemture

  • marketing is the core central function at the organization

• making gets into the headlines

  • having the products
  • marketing it to the customers
  • what is going on in the marketing world
  • how many
  • publish it on tiktok
    • switching the market to tiktok
    • staff changes at a weight

• basics of the marketing management

  • prospect’s needs
  • your solution
  • competitor’s solution

• alphabet marketing framework

  • audience

    • defining the target
      • can not selling at the same time
      • decide the segment of the whole world, and what you want to focus on
      • the tighter the segment the more likely you are to understand its specific needs/wants
      • There are many ways to slice up any market and you have to choose the best way
      • initial assumptions will nearly always be wrong
    • personas
      • useful to paint a picture of your ideal customer
      • What?
        • demographic
          • age
          • gender
          • income
          • occupation
          • education
          • location
      • how?
        • attitude
          • How do they behave?
          • what do they expect/hope for?
          • what do they read?
          • what do they listen to ?
          • what do they watch?
      • who?
        • influences
          • who do they believe in ?
          • who do they trust?
          • who do they not trust?
      • Why?
        • motivation
          • what is it they are after?
          • Why are they unhappy with what they currently do/have?
    • initial customers
      • best to try out any new proposition on a small market with specific characteristics
      • Geography, digital environment, age, group
      • better when compatibility is high- problem : solution
      • big enough to test and prove
      • used to test, learn and adjust
      • which is the next market?
    • influencers
      • people are driven by the words/advice of other people
      • influenc comes through experience, expertise, fame, notoriety, exposure
      • true influence largely based on trust and authenticity
      • large market based on popularity
      • paid or not…
    • network (high influential, thinking about as part of your audiences, joining the network for the individuals)
      • everyone is part of one or more networks
      • faimily, neighborhood, work, leisure, interests, political, religious, educational
      • often used heavily as reference points
      • provide scale/aggregated influence
      • fundational human behaviour

  • benefit

    • is the value proposition clear?
      • is there actually a problem and if there is, is it worth solving?
        • unworking?
        • unavoidable
        • Urgent
      • currently, there must be a workable solution
        • everything
        • but sometimes, things may be unworkable for a while
        • if we can simply avoid it?
        • if we can simply put it for a year, things will become better, it is not the main task
      • is your solution unique and compelling?
        • disruptive
          • high tech
        • defensible
          • Reliable
        • discontinuous
          • chem camera
          • digital camera
      • is the gain of adoption greater than the pain?
    • Price/reward dynamic
      • price is powerful
      • how is value versus price demonstrated?
      • good value
        • a customer generate may only pay a tenth of the value
          • value is very very important
          • price verse price is similiar
      • price expectations
        • there is a good value
          • there is also a dynamic expectations
      • competitive pricing
        • what everyone else do for pricing
      • duration of reward
        • how long does the reward lask
        • every six week for haircut
      • Post purchase confirmation
        • making clear
        • post purpose confirmation for the right choice
    • differentiation

      • what benefits are provably unique?

      • what are the parameters of difference?

      • are all hygiene factors covered?

      • how easy is it to reproduce?
        • if you can do it
        • and easy to copy
        • it is harder
      • how long can it last?
        • we need to make it last long enough
      • can not be owned?
        • differentation is very important
    • Non-tangibles

      • can not reliably inspected or tested in advance

      • buying promises and trust
        • trust to be established between yourself and teh
      • the importance of impressions
        • impression of the how the
      • packaging
        • understood the whole
        • apple’s packages are brilliant
      • Customer service and human factor
        • we need the custoemrs’ servcies are low,
        • people’s value should be improved
      • product and service mix
        • there is always a product and service mix involved in the product and service mix

  • content

    • core

      • relevance
        • what you want to say
        • what they are interested in
      • content creation is a higher one taking a week

    • brand values

      • what is important at our company?

      • the universal check/filter for what you do and how you behave?

      • Determines how you communicate about your company to others

      • forms the basis of your banding

      • often relects your personal values

      • drives the company’s culture?

      • what are you definitely not?

    • story generation

      • contagious具有傳染性的

      • easy to understand

      • emotive

      • believable

      • useful

      • inspiring

      • Inclusive

    • media choice

      • text
      • images
      • graphics
      • presentations
      • voice
      • animation
      • video
      • 3d

    • user generated content (ugc)

      • created by people not brands
      • any content
        • text
        • videos
        • images
        • reviews
      • Promotes authenticity
      • creates trust
      • drives decisions
      • creates brand affirmation
      • …

    • channel

      • phone
      • face to face to face
      • Video YouTube/vimeo
      • email
      • social media
        • facebook
        • linkedin
        • tt
        • insta
      • Tv on demand, radio, print, outdoor

    • customer journey

      • awareness

      • consideration

      • purchase

      • retention

      • Advocacy

    • regularity and quality

      • stickiness
      • tranction
      • trust
      • Leeds/conversions
      • seo visibility
      • becoming an authority
      • awareness to loyalty
      • roi

  • data

    • Ever growing pool of information
      • web traffic
      • email responses
      • payments orders and repeats
      • engagement
        • social media and others
      • customer service and complaints
      • referral
      • reviews and surveys
      • wider research and foocus group
    • interaction between customer and a brand
      • where did the customer journey start?
      • what was the stimulus?
      • how long did the journey take?
      • how much help didthey need/ask for?
      • what did they do after purchase?
      • are they loyal?
    • Assists with developing existing products or services and Drive the creation of new offerings
      • what works and what does not?
      • what can be added to optoimise the existing offering?
      • what new pains / problems have we uncovered?
      • what new use cases/customers have we discovered?
      • what else can we sell the customer that is similiar linked?
      • …
    • Helps with consumer understanding
      • behaviours
      • patterns
      • if you …, others do…
      • personalization/localisation
      • enhance the customer experience
      • optiomise marketing spend- validates chocies
      • further segmentation and focus
      • omni channel promoses
    • ltv and cac
      • lifetime value
      • “customer acquisition cost
        • know whether it is worthwhile for that customer

  • engagaement

    • emoptional connections
      • speaking directly with a consistent brand vocie
      • create unique, valuuable insights that can only come from you
      • use humour, compassion, and empathy
      • take a firm stance- have an opinion
      • ask the right questions-stimulate thought
    • Loyalty - ((lead to loyalty))
      • maintain values
      • customer service
      • honesty
      • exceed epectations
      • inform and inspire
      • ask for feedback
      • lead to loyalty
      • Be ready to recover
    • referral
      • word of mouth marketing
      • encourages and or rewards the referr
      • basic human behaviour
      • higher levels of trust
      • enhances reputation
      • lower cost of acquistion- sometimes
      • user generated content (ugc)
    • Co creation
      • collaborative development of new offers
      • new sources of innovation
      • Stay in step with trends
      • Ownership/loyalty
      • reduce new product/ service risk
      • brand positioning
    • Surverys/feedback
      • measurement of satisfaction/happiness
      • face to face/phone/chat/self service
      • feedback ((internal as well!))
      • when and how often?
      • share outcomes
      • communicate responses
    • customer service
      • providing support
      • end to end
      • experience management-the weakest link
      • communciation and caring
      • directly linked to marketing costs
      • flexibility
      • expectation management
        • get into the customer service center,
          • get the

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