Mrs. do-the-right-thing

She cares about the environment, but within reason and with an eye to pra-cticality. She is interested in energy savings for the benefit of society and the environment and to save a little money, but she has a low interest in technology.

Lifestyler

She used to care more about the environ-ment, but now she finds it hard to find the time and resources to prioritize it in a family with 2 small kids and 2 full-time jobs. Therefore, she now prioritizes conve-nience in everyday family life higher e.g. by commuting by car to work.

Autonomous Sceptic

The environment only concerns him if it can lead him to a good deal! The local communi-ty is very important, both for social wellbeing and for solving everyday challenges. He is mostly interested in technology he can use and repair himself, with a “self-sufficiency” mindset.

Rational Man

An economically oriented rational opti-mizer of the resource consumption of the entire family. He tracks the energy con-sumption of the household – to find and avoid waste in general. He’s interested in finding new technology that can help him identify saving potentials.

Lead Technologist

The lead technologist engages in and con-tributes to the technological development for societal development and to develop his professional skills. Economic incenti-ves are of less importance, but experimen-ting with and developing new technology interest him – but not his family.

Technology shy

The technology-shy does what she can to avoid new, unfamiliar technology in her home. She is rather sceptic towards climate change and other environmental aspects and has little interest in changing habits. Whenever technology breaks down, she ask her younger relatives to help her.

Installation contractor

He is technically skilled and highly inte-rested in craft-relevant technology, of which he has strong opinions and is often among the early adopters. With no par-ticular interest in the environment, he focuses on improving the comfort of him and his customers in the most cost effec-tive way.

Prosumption optimizers

Having missed the net metering agree-ment, the presumption optimizers are annoyed whenever their PVs produce more electricity than they consume. It is a question of avoiding waste, but it also becomes a sport for them to see how much they can utilize their own producti-on – and save.

Customer incentivesQuestion:

What kinds of ‘push’ in the market are important for selling the solution?

Journey stagesQuestion:

What are the (most impor-tant) journey stages?

Touch points and stakeholder mapQuestion:

What are the touch points in each stage?

Actions, thoughts and feelingsQuestion:

How and from whom will you gather the data needed in the customer journey?

Customer incentivesQuestion:

What are the benefits / ef-fects that the customer ex-pects of this solution?

Journey stagesQuestion:

Can we influence every stage?

Touch points and stakeholder mapQuestion:

Who are the stakeholders and how do they influence the touch points?

Actions, thoughts and feelingsQuestion:

Do the customer experiences correspond to the customer incentives?

Moments of truthQuestion:

In what touch points do mo-ments of truth occur?

Improve and innovateQuestion:

How can you accommodate bad experiences and/or com-mercialize on great experi-ences?

AwarenessThe user says:

“I have become aware that this solution is a real alter-native in that it…”

PurchaseThe user says:

“I don’t know much about it, so I stick to the brands I know and lean on someone who has tried it before … “

Moments of truthQuestion:

What stakeholders influence these touch points?

Improve and innovateQuestion:

Who can you ally with to im-prove the bad customer ex-periences?

AwarenessThe user says:

“My neighbors, friends and colleagues ask me what we use and how it works…“

PurchaseThe user says:

“I have called various dealers and I’m astonished by the price difference for identical solutions …”

InstallationThe user says:

“The installer wasn’t even from the company where we bought the solution …”

OperationThe user says:

“I find it hard to adjust the solution to fit exactly my needs …”

ServiceThe user says:

“It confuses me that the various professionals have different suggestions for how to best use the solution …”

InstallationThe user says:

“I noted that the installer started by reading the man-ual and calling his boss. That makes me uncertain …”

OperationThe user says:

“I have been told there are experts who can help me op-timize my solution. But does that mean something more I have to pay for?”

ServiceThe user says:

“I try to learn how to use the solution, how it works and what my options are, but I don’t feel I am getting the help I was promised …”

Value proposition

Product

Note: The value proposition is a manufactured product. Could be produced or just sold, but it is merely the product.

Value propositionProduct/service

Note: The value proposition is a combination of a physical prod-uct and enclosed or stand-alone service.

Value proposition

Media / content production

Note: The offering is mainly content for media or other social interaction media.

Value propositionService

Note: The value proposition is mainly based on services.

Value proposition

Trading

Note: The value proposition is based on trading with products or services.

Value proposition

Education / training

Note: The offering is mainly educationally based. Could be either educational material, digitally based learning, or other ways of knowledge transfer.

Value propositionLogistics and infrastructure

Note: The offering is to take care of the customer’s logistic and/or infrastructure demands

Value propositionEvents

Note: The offering is event-based.It happens occasionally, might only be one single time, or recur-ring. Might involve one customer or multiple customers, streets, neighbourhood, etc.

Value proposition

Research and development

Note: The offerings take care of research and development for the customer. This might be part of a project or turn-key delivery.

Value propositionArts and crafts

Note: The value for the customer is of artistic value, but could be static, event-based, virtual, physical or a service and stretching into entertainment.

Value proposition

Theme:

Note:

Value propositionSales of knowledge and consultancy

Note: Could be information on detected improvement possibili-ties at the customer’s premises, based on internal knowledge, big data, visits etc. From infotainment spanning to direct consultan-cy projects.

Value proposition

Platform

Note: The offering is a platform where the customer is able to meet a bunch of different value propositions. The platform can be physical, virtual, recurring or single occurrence, but is more than just a single offering. It is a platform where several different value propositions are offered. (More details in the deck of cards named “platform”).

Value proposition

Theme:

Note:

Customer segmentType: Singles

Customer segmentType: Organisation

Customer segmentAge: 13-18 years Or SMEs below 100 employees

Customer segmentType: Families

Customer segmentAge: 0-12 years Or SMEs below 25 employees

Customer segmentAge: 19-25 years Or SMEs (from 0-250 employees)

Customer segmentAge: 26-40 years Or Larger corporations

Customer segmentAge: 41-60 years

Customer segmentAge: 61+ years

Customer segmentGender: Female Or In company: CEO, COO

Customer segmentLocation: Urban

Customer segmentGender: Male Or In company: Specific department

Customer segmentGender: Does not matter Or In company: could be anyone

Customer segmentLocation: Rural district

Customer segmentLocation: Islands or otherwise remote areas

Customer segmentLocation: Do no matter

Customer segmentPhysical expression: shared housing

Note: Scouts, NGO, leisure centre, village or meeting hall

Customer segmentphysical expression: Company

Customer segmentTheme:

Note:

Customer segmentPhysical expression: real estate – villa, terraced house, town house

Customer segmentphysical expression: Flat

Customer segmentTheme:

Note:

Customer value

Managing tasks: Efficiency

Note: The customers achieve a higher level of efficiency in theirbusiness or at home

Customer value

Managing tasks: Simplification

Note: It has become easier to do certain things / to get the tasks done.

Customer value

Economic value: Save energy / Save money

Note: Certain tasks are optimized or managed in a way that uses less resources and by that save money for the customer (could be short term or long term)

Customer value

Managing tasks: Task of the customer is solved in a new way / or more tasks solved concurrently in a new way

Note: The job of the customer is handled in a new and better way, and/or more jobs are addressed concurrently, relieving the customer of a burden

Customer value

Emotional value: Art

Note: The value is merely of artistic value.

Customer value

Emotional value: Security and safety

Note: Feed information to the customer to make the customer feel less insecure when using this offer. Could be regarding real threats such as theft, but as well nature related, accidents, lack of knowledge, etc.

Customer value

Managing tasks: A more easy way to get things done

Note: Helping the customer get a job done in a more easy way, be it automatically, digitally or manually – the customer sees it as an easier way to handle his job/life/situation

Customer value

Economic value: Help the customer earn money

Note: While using this value proposition the customer is able to earn money that he would not be able to else.

Customer value

Emotional value: Eliminate / reduce risk

Note: Protect the customer against a defined risk

Customer value

Economic value: Using energy in a better way

Note: The customer is being helped to use the same amount of energy in a better way. E.g., get better comfort, get more benefit, higher profit etc.

Customer value

Social benefit: Branding

Note: Help the customer support a desired image or brand by taking care of the issues around this.

Customer value

Managing tasks: Wider scope / several tasks

Note: Tasks can be solved simultaneously that were managed discretely before.

Customer value

Emotional value: Remove a problem or issue

Note: Help remove something that irritates the customer, fixing a problem, either short or long-term.

Customer value

Social benefit: Interaction with others

Note: Help the customers with maintaining or implementing relationships, network or other social interaction to benefit the customer.

Customer value

Social benefit: Learning / knowledge / education

Note: Gives the customer a possibility to obtain more knowledge on a given subject. Either direct or in-direct.

Customer value

Social benefit: Entertainment / home entertainment

Note: B2B : Ensure some sort of workplace entertainment, em-ployee benefit, service etc.

B2C : Delivering and/or maintaining home entertainment, be it equipment, channels, service etc.

Customer value

Social benefit: Desire for better environment

Note: Helping the customer protect his environment either in small or larger scale.

Customer value

Social benefit: NGO

Note: Supporting a NGO or other not-for-profit organization, or the customer’s participation in this.Example: donate you excess power to the power-less families. (Families that struggle to pay the bills from the power plant)

Customer value

Theme:

Note:

Customer value

Social benefit: Healthcare

Note: Helping the customer with healthcare related issues, covering the whole scale of knowledge, training, health, comfort, support for treatment, childcare etc.

Customer value

Theme:

Note:

Customer-relationsWeb 2.0 based relations

Note: Social interaction on digital media.

Customer-relationsExperience selling Note: You might think you buy a product when you buy a Harley Davidson motorbike, but actually, you buy a lot more. (Training, tours, lifestyle, clothing, etc.)

Customer-relationsSolution Provider

Note: One stop shop – whatever your customers want, you can deliver (might be in a certain area, or to certain activities, or for a whole business….).

Customer-relationsGuaranteed availability

Note: Like Hilti Fleet Management takes care of all in relation to the use of their tools, the term applies to ”mission critical” tasks e.g. in the oil industry, where downtime is much more expensive than service contracts, etc.

Customer-relationsCustomer loyalty : Systems to keep customers in-house

Note: Buy 10 - get one for free, collecting stamps, clubs, credit cards, if you do not stay there, you will lose something, often a rebate etc.

Customer-relations

From push to pull

Note: Let the customers tell you (or show by buying) what they want, and then make it, and react fast. Zara (clothing) reacts extremely fast compared to the rest of the competitors, giving customers what they ask for.Buying clubs, Muuse - the Danish fashion designer – they pro-duce the clothing when enough have signed up.

Customer-relationsGamification

Note: Use internal and external motivation, fun, gaming ele-ments.

Customer-relationsSubscriptions

Note: Subscriptions that keep running and are supported by close relationship between customer and producer.

Customer-relationsClub/member based

Note: Membership, either free or at a cost – the important part is what you get as a member.

Customer-relationsTheme

Note:

Customer-relationsTheme

Note:

MarketMass market

MarketDiversified

Note: Different products for different customer groups.

MarketTheme:

Note:

MarketNiche / segment

Market

Platform

Note: (See later card deck for more choices in platforms).

MarketTheme:

Note:

Value streamCrowdfunding

Note: Using platforms as Kickstarter, Indiegogo to both test your idea and search for money.

Value streamCash Machine

Note: Have a business that lives from the interest rate and/or in other ways is part of a larger cash flow where just a small fraction is enough to live on.

Value streamSubscription

Note: Pay per hour, day, week, month, year…

Value streamRent instead of buying

Note: Either as normal renting or we-economy.

Value streamDirect selling

Note: Like Dell - direct selling between the producer and the customer.

Value stream

Barter : Legal barter of goods

Note: Could be with non-monetary values like brands, postings on social media, likes, promotion of each other’s products, etc.More difficult when tax-issues are to be taken into account, but not impossible.

Value streamFreemium -> premium

Note: Often many customers get it for free, and a minor group pay a premium fee.

Value streamPay what you want

Note: A model that asks for voluntary donations.

Value streamPay per use

Note: The most famous are aircraft engines by Rolls Royce, but also movie streaming, rent a car, bike etc.

Value streamFlat rate Note: Like the way most cell-phone subscriptions are made. You know what to pay today and tomorrow.

Value streamSelf-service

Note: Self-service petrol, top up, cafeteria online banking, etc.

Value streamAuction

Note: A lot of webpages (ebay as the most prominent) have an auction model.

Value streamTarget the Poor

Note: Many customers at a low price, as opposite to few custom-ers at a high price.

Value stream

Fractional Ownership: Wee-economy / time share

Note: Ownership is spread out on a broad customer base, making a higher price product possible.

Value streamOpen Source

Note: Money is earned on service and support activities, whereas the software itself is for free, or very cheap.

Value streamRobin Hood

Note: Sell expensively to the wealthy, cheaply to the broad mass-es or poor people. Like companies donate money whenever you buy one of their products, or new type of medicine where a lower margin is accepted in some countries.

Value streamHidden Revenue

Note: Youtube film channels, Facebook. Double business models: Ad-Word & Google Search

Value streamLock-in Note: High switching costs. You help the customer to get well ac-customed to your product and ensure that a switch over is expen-sive or in other ways requires a lot of resources. (The downfall is that when customers switch, they are hard to get back).

Value streamTheme:

Note:

Value streamRazor and blade

Note: You sell the razor at a low price, and when you have cus-tomer “lock-in” you sell the blade at a high price.The same with inkjet printers, and cellphone subscriptions some time ago.

Value streamPerformance-based contracting

Note: You are paid for what you really deliver. A machine is deliv-ered for free, but for every single item made on it, the user pays a fraction. A French teacher is paid for every word his pupils say in French, not like normally by the hours he teaches.

Value stream

Theme:

Note:

PlatformSupermarket

Note: You develop a platform where other companies can intro-duce their value propositions to a broad or selected customer group. You get your share either as a part of the sales that take place, or by hosting a place where a lot of people pass by. (Ads, Big data, cross sale, etc.)

PlatformRevenue sharing Note: You build or support a platform where multiple suppliers offer a broader market for the customers. Like Apple’s or Google’s App stores. And you all share the revenue.

PlatformUser Design

Note: Help the customers either in direct co-creation, or by supporting their developing process (prototyping, workshops, classes, shops with materials, communication platforms.)

PlatformIntegrator Note: You integrate the necessary amount of companies to con-stitute a total system/one stop shop for your customers that can solve the whole task.

PlatformShop in shop

Note: You can either be the provider of the platform where others can have their mini-shop, or you can provide the mini-shop with your products to others.

Platform

Peer to Peer

Note: Building a platform where users can interchange some-thing (examples are Instagram, “Den blå avis”, eBay), and a grow-ing market in we-economy (Uber, Airbnb, Task rabbit etc.).

PlatformTwo-side Market

Note: Two distinct user groups who provide each other with net-work benefits. A way to solve the “chicken-and-egg” issue. E.g., Credit cards. The more customers who have a certain credit card brand, the more shops will accept them, and the more shops that accept it, the more customers will want that type of card.

PlatformLong tail

Note: Having a strategy of selling a large number of unique items with relatively small quantities sold of each item — usually in addition (or opposition) to selling fewer popular items in large quantities

PlatformFranchising

Note: Can be both the one having the concept and the one buy-ing into. (A well-known example is McDonald’s)

PlatformLeverage Customer Data Note: Either as a producer, collector or interpreter of the data. Could be the sole business or part of another business where data is generated as a sub-process.

PlatformTheme:

Note:

PlatformE-commerce : online channels Note: Creating sales, contacts and relationship via online media, social fora etc.

PlatformTheme:

Note:

Partner / value chainOrchestrator

Note: Having focus on all or part of the core competencies, other parts are outsourced, but controlled in a tight network of partnership.

Partner / value chainJointly purchase

Note: Sharing cost of purchase in group or network. Could be driven by all, or by one. Revenue could be shared according to several different schemes.

Partner / value chainConsortium

Note: A larger group of companies collaborate towards a com-mon goal.

Partner / value chainPartnership of resources

Note: A group or network of partners join forces regarding re-sources. Sharing knowledge or ability to use each other’s waste as input to own process for mutual benefit.

Partner / value chainMarketing partner

Note: Partnership regarding a mutually beneficial approach by helping a partner doing marketing, and vice versa. Maybe based on complementary products or access to different markets.

Partner / value chainJoint venture

Note: A business agreement in which the parties agree to develop a new entity with a goal that can be reached only by their joined forces.

Partner / value chainStrategic alliance

Note: A cooperation that lies between mergers and acquisitions and organic growth. Strategic alliances occur when two or more organizations join together to pursue mutual benefits, but stay as two entities.

Partner / value chainAffiliation : Sales-partner

An affiliate is a commercial entity formed as a relationship with a peer or a larger entity – usually with one large organization that only possesses a minority share of a smaller company.

Partner / value chainCross-selling

Note: Selling more value propositions to the customer than the one on stake now. Could be closely related service or product, or merely related by the presence of the supplier, based on knowl-edge not sold before, big data access etc.

Partner / value chainShared R&D

Note: Share the R&D effort. Could be between parts that are in totally different market, but as well between companies in a local cluster that see competitors in a more global view.

Partner / value chainThe Customers are sole creators or co-creators

Note: The open source systems like Fablabs and technologies like 3D printing put the private individual as a creator in the center. There is still a need for a lot of facilitation processes around it, though.

Partner / value chainOutsourcing – sourcing

Note: Getting a supplier to take care of a specific area. Normally “non-core” areas, but could also be a well-defined part of core business

Partner / value chainCrowdsourcing

Note: Crowdsourcing is often used to subdivide tedious work, often through digital media.Examples could be picture recognition (App like Vivino) or CPU sharing in astronomical computing.

Partner / value chainThe Customers are co-creators

Note: As co-creator the customer can be a sort of free-lance developer like at LEGO, or in the more traditional user driven innovation. There is often a very solid community around it all.

Partner / value chainTheme

Note:

Partner / value chainTheme

Note:

SpecialisationIngredient Branding

Note: The branding is highly focused on certain aspects of the offering. The “Intel Inside” branding campaign is an example on how Intel gets branding on computers, where otherwise it is difficult to see which brand CPU is inside the PC.

SpecialisationAdd-on : Standard product with extra acquisitions

Note: The offering has a base of standard products / services, and on top of this is a choice of add-on offerings that typically have a premium price.

SpecialisationUltimate Luxury

Note: Your offering is in the luxury business and probably in the higher end of value and price.

SpecialisationDigitisation/Virtual offerings

Note: Traditional manual services are converted to digital servic-es and are offered on the web, smartphones, social media, etc.

SpecialisationWhite Label : OEM

Note: You sell to another vendor that puts his brand and name on the product. Could be re-seller as well as system integrator as other manufacturing companies and bought-in service providers.

Specialisation

Trash to Cash : Working up throw-away products and ma-terials up to new sales.

Note: You save on the material costs, and environment footprints.

SpecialisationMass customization

Note: Your production and logistic lines are able to customise of-ferings so that every customer believes he gets a very customized product even though it might have a lot of similarities with other customer choices.

SpecialisationNo Frills

Note: Core services cut to the bone ( Wal-Mart, Netto, Aldi ).

SpecialisationReverse innovation : products developed for developing countries are transferred to developed countries

Note: E.g., washing machines on the Chinese market are based on few models, with very rugged design. Whereas European companies develop products targeting luxury and a lot of func-tionality and different product lines.

SpecialisationCo-creation

Note: You create the offering together with customers. This can be done simultaneously in the consuming process or merely in the developing process.

SpecialisationTheme:

Note:

SpecialisationLicensing: IPR licenser

Note: You earn the profit by licensing knowledge, patents etc. to other companies OR you benefit from research in other compa-nies by buying into their IPR (and maybe selling part of this to third parties).

SpecialisationReverse engineering : Copy cat / fast follower - “Second mouse gets the cheese”.

Note: Don’t try to create a market yourself – whenever anybody else has paved the road you develop the right product and have a much higher hit-rate. E.g., Amazon, Singer sewing machine, vacuum cleaner/ hoover, Google AdWords.

SpecialisationTheme:

Note:

SituationTraditions, norms etc.

Note: Select, describe or discuss the traditions, customs and habits applicable in this area?What are the norms, cultural standards, frozen politics (we do it THIS way), etc. Any of these we need to face?

SituationBreaking the norms

Note: What attitudes, prejudices, opinions etc. underlie the pres-ent state? What should one do to be considered as one breaking the norms?

SituationWhat is good about the situation as it is now ?

Note: What is not as perfect about it now? Make a list with 10 in each, and ensure you keep the good ones - and innovation on the bad list.

SituationParalysing

Note: Which areas do we not see clearly? Where do we think we have the whole picture, though we might not..?

SituationWhat “Jobs” does a customer need to get done during the day?

Note: Job as in something the customer already does, wants to be able to do, wants to do better etc. The “job” is something you ei-ther could hire another person to do or get something that could help you to do better.

SituationTheme:

Note:

SituationTheme:

Note: