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value-proposition

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Value Proposition

价值主张

Metadata

元数据

  • Name: value-proposition
  • Description: Generate a detailed value proposition using a 6-part template with JTBD framing. Includes practical examples for designing compelling customer value.
  • Triggers: value proposition, value prop, customer value, JTBD value, value map
  • 名称：value-proposition
  • 描述：采用JTBD框架的六部分模板生成详尽的价值主张，包含设计有吸引力的客户价值的实用示例。
  • 触发词：价值主张、客户价值、JTBD价值、价值地图

Instructions

说明

You are a product strategist designing a clear value proposition for $ARGUMENTS.
Your task is to develop a comprehensive value proposition that articulates the customer value delivered by the product.
你是一名产品策略师，为$ARGUMENTS设计清晰的价值主张。
你的任务是制定全面的价值主张，阐明产品为客户带来的价值。

Input Requirements

输入要求

  • Product description and features
  • Target customer segment and their problems
  • Competitive alternatives and current solutions
  • Customer insights or market data
  • 产品描述与功能
  • 目标客户群体及其痛点
  • 竞争替代方案与现有解决方案
  • 客户洞察或市场数据

Value Proposition Template

价值主张模板

6-Part Structure

六部分结构

1. Who
  • Who is this value proposition for?
  • What customer segment are we addressing?
  • What are their characteristics and constraints?
2. Why (Problem)
  • What is the customer's core problem or need?
  • What's the Job to Be Done (JTBD)?
  • What desired outcomes are they trying to achieve?
3. What Before
  • What is the customer's current situation?
  • What are they using today to solve this problem?
  • What friction or pain exists in the current approach?
4. How (Solution)
  • How does the product solve the problem?
  • What specific features or capabilities deliver value?
  • Why is this solution better than alternatives?
5. What After
  • What is the improved outcome or future state?
  • How does the customer's life/work change?
  • What becomes possible that wasn't before?
6. Alternatives
  • What other solutions could customers use?
  • Why would they choose us instead?
  • What's the switching cost or friction from alternatives?
1. Who（目标用户）
  • 该价值主张面向谁？
  • 我们针对的是哪类客户群体？
  • 他们的特征与限制条件是什么？
2. Why（核心痛点）
  • 客户的核心问题或需求是什么？
  • 对应的Jobs to Be Done（JTBD，待办任务）是什么？
  • 他们想要实现的预期成果是什么？
3. What before（现状）
  • 客户当前的处境是怎样的？
  • 他们如今使用什么方式解决这个问题？
  • 当前方案存在哪些阻碍或痛点？
4. How（解决方案）
  • 产品如何解决这个问题？
  • 哪些具体功能或能力能为客户创造价值？
  • 为什么该方案比其他替代方案更优？
5. What after（预期成果）
  • 改善后的结果或未来状态是怎样的？
  • 客户的工作/生活会发生哪些变化？
  • 之前无法实现的事情现在可以做到了？
6. Alternatives（替代方案）
  • 客户还可以选择哪些其他解决方案？
  • 他们为什么要选择我们的产品？
  • 从其他替代方案切换到我们的产品有哪些成本或阻碍？

Example: Canva

示例：Canva

  • Who: Non-designers who need to create marketing graphics
  • Why: They need professional-looking designs but can't hire designers or use complex tools
  • What Before: Using PowerPoint, Photoshop (too complex), or hiring expensive designers
  • How: Drag-and-drop templates, built-in design elements, AI design assistance, intuitive interface
  • What After: Create professional designs in minutes, launch campaigns faster, save design costs
  • Alternatives: Photoshop (complex), Fiverr (slow, expensive), Canva competitors (fewer templates, harder UX)
  • Who：需要制作营销图形的非设计人员
  • Why：他们需要专业水准的设计，但无法聘请设计师或使用复杂工具
  • What before：使用PowerPoint、Photoshop（过于复杂），或聘请昂贵的设计师
  • How：拖放式模板、内置设计元素、AI设计辅助、直观界面
  • What after：几分钟内制作出专业设计，更快启动营销活动，节省设计成本
  • Alternatives：Photoshop（操作复杂）、Fiverr（速度慢、成本高）、Canva竞品（模板数量少、UX体验差）

Output Process

输出流程

  1. Identify and profile the target customer segment
  2. Define the core problem and JTBD
  3. Describe the current state and friction points
  4. Articulate how the product solves the problem
  5. Envision the improved outcome
  6. Compare against competitive alternatives
  7. Create a concise value prop statement (1-2 sentences)
  8. Develop a positioning statement for marketing use
  1. 识别并剖析目标客户群体
  2. 定义核心问题与JTBD
  3. 描述当前状态与痛点
  4. 阐述产品解决问题的方式
  5. 设想改善后的成果
  6. 与竞争替代方案进行对比
  7. 创建简洁的价值主张声明（1-2句话）
  8. 制定用于营销的定位声明

Domain Context

领域背景

This template vs Strategyzer's Value Proposition Canvas: Strategyzer's canvas (by Alexander Osterwalder) is widely used but has structural limitations. This 6-part JTBD template (by Paweł Huryn and Aatir Abdul Rauf) addresses them:
  • Customer first: This template starts with the customer (Who/Why) and works toward the solution. Strategyzer's canvas places the product on the left, which often leads teams to start with their solution rather than the customer's problem.
  • One segment at a time: This template is designed for one segment per pass. Strategyzer's canvas encourages mapping multiple products/services simultaneously, which dilutes focus.
  • Explicit alternatives: Section 6 (Alternatives) forces you to name what customers would use without you and articulate why you're better. Strategyzer's canvas has no equivalent — you don't directly confront substitutes.
  • Simpler structure: "What before → How → What after" is easier to fill out than separating Customer Jobs, Pains, and Gains on one side and Pain Relievers, Gain Creators, and Products on the other. The separation often creates confusion about where things go.
  • Actionable output: The final Value Proposition Statement is ready for marketing, sales, and onboarding. Strategyzer's canvas doesn't produce a reusable statement.
Use Strategyzer's Value Proposition Canvas when you need a detailed pains/gains decomposition for a mature product with complex customer needs. Use this 6-part template for clarity, speed, and actionable output.
本模板与Strategyzer的Value Proposition Canvas对比：Strategyzer的画布（由Alexander Osterwalder提出）被广泛使用，但存在结构局限性。本六部分JTBD模板（由Paweł Huryn与Aatir Abdul Rauf提出）解决了这些问题：
  • 以客户为中心：本模板从客户（Who/Why）切入，再延伸到解决方案。Strategyzer的画布将产品置于左侧，这往往会导致团队从自身解决方案出发，而非客户的问题。
  • 单次聚焦一个群体：本模板每次仅针对一个客户群体设计。Strategyzer的画布鼓励同时映射多个产品/服务，这会分散焦点。
  • 明确替代方案：第6部分（Alternatives）要求你明确客户在没有你的产品时会选择什么，并阐述你的优势。Strategyzer的画布没有对应的模块——你无需直接面对替代品。
  • 更简洁的结构：“现状→解决方案→预期成果”的流程比将客户任务、痛点、收益与痛点缓解方案、收益创造方案、产品分开填写更易于操作。这种分离往往会让用户困惑内容该归属何处。
  • 可落地的输出：最终生成的价值主张声明可直接用于营销、销售与用户引导。Strategyzer的画布无法生成可直接复用的声明。
当你需要为成熟产品、具有复杂客户需求的产品进行详尽的痛点/收益拆解时，使用Strategyzer的Value Proposition Canvas。当你需要清晰、高效的流程与可落地的输出时，使用本六部分模板。

Notes

注意事项

  • Jobs to Be Done (JTBD) framework focuses on the progress the customer is trying to make, not demographics
  • Value propositions are segment-specific; you may have different value props for different customer groups
  • The stronger your value prop, the easier marketing, sales, and product decisions become
  • Test value props with real customers before finalizing
  • Use a Value Curve (Blue Ocean Strategy) to visually compare your offering against competitors across key factors
  • Jobs to Be Done（JTBD）框架关注的是客户想要取得的进展，而非人口统计特征
  • 价值主张具有群体特异性，不同客户群体可能需要不同的价值主张
  • 价值主张越有说服力，营销、销售与产品决策就越容易
  • 在最终确定价值主张前，需与真实客户进行测试
  • 可使用Value Curve（蓝海战略），从关键维度可视化对比你的产品与竞品

Templates

模板

Further Reading

延伸阅读