When using techniques, the specifics of individual components of Osterwalder's business model can be taken into account. A good effect is achieved by combining different techniques: an integrated approach allows for a comprehensive consideration of the situation. It makes sense to use the services of independent experts to take into account any possible developments.
How to Avoid Mistakes When Building the Osterwalder Model
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Teamwork helps to focus on the single goal of email lists uk developing the model and reduces the risk of creating false impressions about the firm's activities.
When forming a team, you need to take into account various factors:
Type of model: for business, specific product or project.
Departmental areas of responsibility. If the model describes the business as a whole, it is better to involve department management and top managers in the work. For a specific product or service - people who control processes and deal with the specified product. For a specific project - a project team.
What else should you pay attention to when building Osterwalder's business models in order to avoid making mistakes?
Consider both direct and indirect competitors with a common target audience
You will need information about foreign competitors to expand your current capabilities. Study recent publications, follow development trends in the field you are developing. Also pay attention to indirect competitors.
As a result, you will have serious prerequisites for creating a truly valuable product and taking a favorable market position. Try not to limit yourself to one source of data and do not focus only on direct competitors. Use the most relevant resources whenever possible.
If you do not comply with these requirements, it will be much more difficult for you to achieve the desired result. Your products will not attract attention, and the business model will be ineffective. If you have not yet foreseen this, analyze the competitive environment and study the trends of the Russian and foreign markets.
When you are unable to find solutions to key issues, do not hesitate to seek advice from experts in the field and get the opinions of stakeholders from your employees.
Distinguish between value proposition and customer relationships
Osterwalder's business model value proposition template includes two components:
consumer profile,
value map.
To create a profile, you need to be aware of your needs and the buyer. You can say that you attribute a number of characteristics to your client and draw conclusions about their needs in the market.
On the other hand, the map describes how the needs of the customer or business can be met. Value describes the benefits that the company offers to customers. Both components must be mutually agreed upon.
The value proposition comes from a customer problem that needs to be identified. For these purposes, the concept of the "Lean Startup" described by the American businessman Eric Ries is useful. It helps to optimize processes and reduce costs.
Keep in mind that relationships are about communication, while value is about solving customer problems. In particular, a common mistake is to include 24/7 customer support in the value proposition category.
Distinguish between value proposition and customer relationships
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According to Osterwalder, to evaluate the resulting value proposition, it is necessary to answer 10 questions:
Is this value proposition part of a successful business model?
Does it focus on the most important tasks, significant problems and significant benefits?
Does it focus on unaccomplished tasks, unresolved problems and lost benefits?
Does it focus on a few factors of help and benefit? Is there an effect from their implementation?
Does it cover, in addition to functional tasks, also emotional and social ones?
Does the value proposition align with the customer's idea of success?
Does it focus on the challenges, problems, and benefits that most consumers face, or on those that may drive some audiences to spend more?
Does it have any significant differences from competitors' offerings?
Does it have at least one noticeable advantage over competitors' offerings?
Is it difficult to repeat?
By answering these questions objectively, you can create a relevant value proposition and ensure profitability. Your Osterwalder value proposition model should not be copied entirely from your competitors and should not be aimed at solving the same type of problems. Since most problems are interconnected, you need to identify the key factor.
Carefully characterize the target audience
To accurately identify key users or customers, it is worth arming yourself with the popular 5W method of business consultant Mark Sherrington.
The method is based on five questions:
What — what we offer to purchase.
Who — who is the buyer.
Why — why should a client choose our product?
When — when the need for the product arises.
Where — where the final purchase takes place.
However, this technique may not work when determining key indicators.
It would be wise to be flexible: describe the key customer, identify a group of primary and indirect consumers, and segment the product or service based on key parameters.
Then you will be able to more accurately define your target audience, achieve its greatest coverage, better understand its problems and create an optimal value proposition.
It is not advisable to segment users by one characteristic and focus on a specific problem. This can lead to a reorientation of the business to a narrow category of buyers and the loss of a large number of potential clients.
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