Treat the canvas as the result.<\/strong> Stating the value proposition on paper is the first step, not the last. Afterwards, you have to check what is actually important to customers.<\/li>\n<\/ul>\n\n\n\nThis also describes the limit of the tool. The canvas structures assumptions and makes gaps visible, but it does not generate knowledge about the market. A product decision based solely on sticky notes is only as good as the conversations from which the notes originated.<\/p>\n\n\n\n
VPC or Business Model Canvas?<\/h2>\n\n\n\n
People often ask which of the two tools is better. This question misses the point because the two do not compete with each other. The Business Model Canvas describes the entire business model using nine building blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partners, and cost structure. The Value Proposition Canvas is a plug-in to it and zooms in on two of these building blocks, namely customer segments and value proposition.<\/p>\n\n\n\n
Osterwalder and Pigneur describe the relationship as zoom-out and zoom-in. The Business Model Canvas helps create value for one's own company, the Value Proposition Canvas helps create value for the customer. The reason for the separation is practical: customer segment and value proposition deserve more depth than a sticky note in the BMC field allows.<\/p>\n\n\n\n
This results in a rule for the sequence. Anyone who does not yet have an idea of the overall model first sketches the Business Model Canvas and then zooms into the two fields. Anyone who has an existing offering that is not being accepted, or who wants to tap into a new segment, starts with the Value Proposition Canvas because that is where the problem lies.<\/p>\n\n\n\n
When to use Empathy Map, Jobs-to-be-Done, or Persona<\/h3>\n\n\n\n
The Empathy Map was developed by Dave Gray (XPLANE). In six segments, it describes what a person thinks and feels, sees, hears, says, and does, along with their pains and gains. Osterwalder included it in \u201eBusiness Model Generation\u201c (2010) as an accompanying tool. He recommends creating an Empathy Map for each customer segment before filling out the Value Proposition Canvas. It is therefore upstream and operates at the persona level, while the VPC checks the fit between the persona and the offering.<\/p>\n\n\n\n
Jobs-to-be-Done is not a tool, but the theory behind the jobs field. It goes back to Clayton Christensen and Anthony Ulwick. The core idea: customers do not buy products, but rather \u201ehire\u201c them to do a job. Anyone who wants to fill the jobs column well needs this perspective. A separate work step does not arise from it.<\/p>\n\n\n\n
Finally, the persona describes a fictional character with characteristics and behaviors of potential customers. It answers who the customer is, not whether the offer suits them. Persona and empathy map therefore provide material for the right half of the canvas. They do not replace the comparison with the value map.<\/p>\n\n\n\n
From the completed canvas to the formulated value proposition<\/h2>\n\n\n\n
The canvas is the grid, the value proposition is the result. In one or a few sentences, the value proposition states what value an offer creates for a specific target group, which problems it solves, and why it is the better choice compared to alternatives. It is formulated using the entries from the value map that answer the most important jobs, pains, and gains. The complete list does not go into the sentence, but rather the points where the offer makes a difference.<\/p>\n\n\n\n
The value proposition differs from the USP in scope and perspective. A USP names the single feature that distinguishes an offering from competitors and argues from the product's perspective. The value proposition encompasses the total benefit and argues from the customer's perspective. A canvas therefore leads to a value proposition first. A USP can be derived from it if a single gain creator or pain reliever stands alone in comparison to the competition.<\/p>\n\n\n\n
Template and usage rights<\/h2>\n\n\n\n
The original template is from Strategyzer, the company around Alexander Osterwalder. Osterwalder introduced the canvas as a prototype on his blog in 2012, tested it, and revised it. The elaborated version was published in 2014 with the book \u201eValue Proposition Design\u201c (ISBN 978-1-118-96805-5, 320 pages, Wiley, \u201eThe Strategyzer Series\u201c).<\/p>\n\n\n\n
The two tools differ in terms of usage rights, which is often overlooked in many template collections. The Business Model Canvas was published under a Creative Commons license (Attribution-Share Alike 3.0 Unported), whereas the Value Proposition Canvas is protected by copyright. According to Strategyzer's terms of use, anyone may use both tools for their own work or to support others, including within companies and in a consulting capacity. In both cases, the prerequisite is complete attribution: \u201eStrategyzer.com\u201c for the Business Model Canvas, and \u201eStrategyzer.com and Strategyzer AG\u201c for the Value Proposition Canvas.<\/p>\n\n\n\n
Circulating third-party templates sometimes blanketly declare VPC templates as Creative Commons. This contradicts the copyright holder's specification. Anyone who uses the canvas in publications, training material, or sold services must comply with Strategyzer's terms or clarify the case legally.<\/p>\n\n\n\n
FAQ<\/h2>\n\n\n\n
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\n
How long does it take to create a Value Proposition Canvas?<\/strong><\/h3>\n\n\n
An initial run-through can be set up in about 30 to 45 minutes. For complex customer groups, 45 minutes is more of a lower limit. The actual effort lies beforehand: interviews, observation, and behavioral data provide the content without which the completion merely documents assumptions. The time estimates thus refer to the workshop session, not the project.<\/p>\n\n<\/div>\n<\/div>\n
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Which canvas do I do first, Business Model Canvas or Value Proposition Canvas?<\/strong><\/h3>\n\n\n
For a still unclear business model, start with the Business Model Canvas because it outlines the framework with all nine building blocks. Once the model is roughly established and the problem lies in the offering or the target audience, you begin directly with the Value Proposition Canvas, which dives deeper into precisely these two building blocks. The tools do not compete; they operate at two zoom levels.<\/p>\n\n<\/div>\n<\/div>\n
\n
Can I map multiple customer segments on a single canvas?<\/strong><\/h3>\n\n\n
No. Every segment prioritizes jobs, pains, and gains differently. When combined, it creates an average profile that no value map can precisely address. A separate canvas is completed for each segment, starting with the one most important to the business model.<\/p>\n\n<\/div>\n<\/div>\n
\n
May I use the Value Proposition Canvas commercially?<\/strong><\/h3>\n\n\n
According to Strategyzer's terms of use, usage in one's own work, within companies, and in a consulting capacity is permitted provided that the full source attribution \u201eStrategyzer.com and Strategyzer AG\u201c is given. Unlike the Business Model Canvas, the VPC is not under Creative Commons, but under copyright. For borderline cases such as the resale of materials, this classification does not replace legal advice.<\/p>\n\n<\/div>\n<\/div>\n
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What is the difference between Value Proposition and USP?<\/strong><\/h3>\n\n\n
The value proposition describes the total benefit of an offering from the customer's perspective, meaning which problems it solves and what advantages it creates. The USP names the single feature that differentiates it from competitors and is argued from the product's point of view. The canvas first leads to the value proposition. A USP can be derived from it if a single element is unique in comparison to competitors.<\/p>\n\n<\/div>\n<\/div>\n<\/div>\n<\/div>\n\n\n
<\/p>","protected":false},"excerpt":{"rendered":"
Das Value Proposition Canvas ist ein Werkzeug zur Entwicklung von Gesch\u00e4ftsmodellen. Es hilft dabei, das Angebot (Produkt, Dienstleistung o.\u00e4.) exakt auf die Bed\u00fcrfnisse der Zielgruppe auszurichten. Das visuelle Arbeitsblatt stellt Kunden und Angebot gegen\u00fcber. Auf der Kundenseite stehen die Felder Jobs, Pains und Gains, auf der Angebotsseite Products & Services, Pain Relievers und Gain Creators. […]<\/p>\n","protected":false},"featured_media":0,"template":"","class_list":["post-90579","glossar","type-glossar","status-publish","hentry"],"_links":{"self":[{"href":"https:\/\/webraketen.space\/en\/wp-json\/wp\/v2\/glossar\/90579","targetHints":{"allow":["GET"]}}],"collection":[{"href":"https:\/\/webraketen.space\/en\/wp-json\/wp\/v2\/glossar"}],"about":[{"href":"https:\/\/webraketen.space\/en\/wp-json\/wp\/v2\/types\/glossar"}],"version-history":[{"count":4,"href":"https:\/\/webraketen.space\/en\/wp-json\/wp\/v2\/glossar\/90579\/revisions"}],"predecessor-version":[{"id":90682,"href":"https:\/\/webraketen.space\/en\/wp-json\/wp\/v2\/glossar\/90579\/revisions\/90682"}],"wp:attachment":[{"href":"https:\/\/webraketen.space\/en\/wp-json\/wp\/v2\/media?parent=90579"}],"curies":[{"name":"wp","href":"https:\/\/api.w.org\/{rel}","templated":true}]}}
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