Value Proposition Design

Alexander Osterwalder, Yves Pigneur, Gregory Bernarda, Alan Smith

出版社

Wiley

出版时间

2014-10-20

ISBN

9781118968055

评分

★★★★★
书籍介绍
这不是一本讲'如何创新'的书,而是一套帮你把'我觉得客户会喜欢'这种模糊直觉,逼成可验证、可沟通、可落地的具体设计。它最大的争议点也在这里:多位读者直言,价值主张画布这类思维工具'在国内很难真正开展','三年后再回想,它更像对外表达的工具,而非创新的源泉'。正因如此,它的价值不在于给你灵感,而在于提供一套可复用的'工具箱'——从功能/社会/情感/辅助四个层面拆解痛点,从必需到意外五个层级梳理收益,再用'客户画像'与'价值主张'两相对照,检验产品是否真的命中需求。适合那些厌倦了'靠直觉和口水会决定成败'、希望把商业讨论落到可视化图纸上的实践者;也提醒所有人:工具好用,但能否用起来,取决于你愿不愿意把'等待浪费时间'追问到'具体等了多少分钟'。
作者简介
Dr. Alexander Osterwalder and Alan Smith are co-founders of Strategyzer.com, a company specializing in tools to design, test, and manage strategies, business models and value propositions. Dr. Yves Pigneur is a professor of management and information systems at the University of Lausanne, Greg Bernarda is a consultant and certified Strategyzer coach specialized in strategy and innovation, Trish Papadakos is a renowned designer and photographer. Alex Osterwalder Dr. Alexander Osterwalder is the lead author of the international bestseller Business Model Generation, passionate entrepreneur, and demanded speaker. He co-founded Strategyzer, a software company specializing in tools and content for strategic management and innovation. Dr. Osterwalder invented the “Business Model Canvas,” the strategic management tool to design, test, build, and manage business models, which is used by companies like Coca Cola, GE, P&G, Mastercard, Ericsson, LEGO, or 3M. He is a frequent keynote speaker in leading organizations and top universities around the world, including Stanford, Berkeley, MIT, IESE and IMD. Follow him online @alexosterwalder. Yves Pigneur Dr. Yves Pigneur is co-author of Business Model Generation and a professor of management and information systems at the University of Lausanne. He has held visiting professorships in the United States, Canada, and Singapore. Yves is a frequent guest speaker on business models in universities, large corporations, entrepreneurship events, and international conferences. Greg Bernarda Greg Bernarda is a thinker, creator and facilitator who supports individuals, teams and organizations with strategy and innovation. He works with inspired leaders to (re)design a future which employees, customers, and communities can recognize as their own. His projects have been with the likes of Colgate, Volkswagen, Harvard Business School and Capgemini. Greg is a frequent speaker; he co-founded a series of events on sustainability in Beijing; and is an advisor at Utopies in Paris. Prior to that, he was at the World Economic Forum for eight years setting up initiatives for members to address global issues. He holds an MBA (Oxford Saïd) and is a Strategyzer certified business model coach. Alan Smith Alan is obsessed with design, business, and the ways we do them. A design-trained entrepreneur, he has worked across film, television, print, mobile, and web. Previously, he co-founded The Movement, an international design agency with offices in London, Toronto, and Geneva. He helped create the Value Proposition Canvas with Alex Osterwalder and Yves Pigneur, and the breakthrough design for Business Model Generation. He co-founded Strategyzer where he builds tools and content with an amazing team; helping business-people make stuff customers want. Follow him online @thinksmith. Trish Papadakos Trish is a designer, photographer, and entrepreneur. She holds a Masters in Design from Central St. Martins in London and Bachelor of Design from the York Sheridan Joint Program in Toronto. She teaches design at her alma mater, has worked with award-winning agencies, launched several businesses, and is collaborating for the third time with the Strategyzer team. Follow her photography on instagram @trishpapadakos.
AI导读
核心看点
  • 引入价值主张画布,系统化设计产品
  • 深度剖析客户痛点与收益,实现匹配
  • 延续商业模式画布,提供可视化工具
读者共识
  • 实用工具箱,适合写PPT和组织讨论
  • 理论易懂但落地难,需大量商业实践
  • 比前作更聚焦,是精益创业的重要补充
精彩摘录
  • "价值主张画布和商业模式画布是达成一致意见的有效工具。"
  • "客户的痛点分为三类,不想要的结果、问题及特性:痛点有功能层面的(例如一个方案不起作用、运行不好或有其他负面影响)、社会层面的(做这事看起来不好)、感情层面的(每次我做这事时都感觉很差)或辅助层面的(真烦人,每次都要为此去仓库)。 障碍:妨碍客户开始工作或使工作放缓的因素(例如,我没有时间精确的完成此项工作,或我无力承受现在的任何一种方案)。 风险:不想要的潜在结果。 建议:使痛点具体化。将工作、痛点、收益清楚区分,并尽可能的具体化。如,当客户说“在线等待是浪费时间”,需跟踪了解具体到多少分的等待时间后,客户感觉是在浪费时间。"
  • "客户收益分为,必需的收益、期望的收益(在解决方案中相对来说是基本的收益,无此项收益也会影响整个方案的运行)、渴望的收益(远远超出我们期望,但人们非常喜欢的一种收益)、意外的收益(远远超出客户预期及期望的一种收益)。"
用户评论
比business model generation好太多。详细介绍了从想法到商业模式验证的各个阶段和具体方法
Handy book
框架思考
一个很实用的框架,写ppt组织讨论都可以借用。
This book presents in a graphic and simple way the analytical approach to value seeking that can be used in business planning. 📚📚It features a lot of personalized design and graphics that make it easy to learn a lot about the business and leave a lasting impression on the reader.🇺🇸🇺🇸
三年前我在荷兰上过三天的课!吃了三天🥪
作为一套工具还是很实用的。
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