Creating and Delivering Your Value Proposition: Managing Customer Experience for Profit

All messages are not created equal. They come in three flavours: rational, political and emotional (Figure 12.2

Because a value proposition defines how an offering will benefit a market segment or customer, and at what cost, it is logical to start by defining the market segment or customer types: who are to be the targeted recipients of the benefits in return for their investment in monetary and other terms?

You also need to ascertain what experience they wanted and have experienced. Were they looking for a more transactional experience? (That is, cheap, quick, low-touch, no relationship.) Or were they looking for a consultative experience? (That is, high interaction, strong relationships, advice, commensurate value-pricing.) Were they looking for a va

a value proposition is not what you do. It is the value experience that you deliver

define the top-level value proposition (VP) for an organization; and for a specific market segment; and for a particular offering over time; and for a specific sales opportunity for that offering within that segment; and for individual influencers

expression of the experience that a customer will receive

value propositions must apply to specific situations.

define the value experience that clients get

Where does our organization figure in the marketplace? Is it where we want to be? If not, where would we like to be? Which markets or customer types offer the best opportunities for profitable growth? Who are the specific groups of customers we are targeting? What are the customer needs? What keeps them awake at night? What are their points of pain

You need to: Define your markets. Map your markets.1 Understand who the decision makers in your markets are and what they purchase. Understand why decision makers purchase (and how to meet their needs). Form market segments that work for you by combining like-minded decision makers.