A successful product is at the intersection of this happy place we've talked about. And most of the techniques you've learned about are a way to drive to this desirability. And as we've discussed, this is the independent variable. Without this, you don't need to worry about this and you don't need to worry about this. But, when you have validated propositions and you're ready to start scaling something up into, let's say, from an H3 to an H2, then you do need to start thinking about these things. Before that, I would recommend you not to spend too much time on this, writing business plans, even really detailing out a business model canvas, which is the tool we're about to use, because I think it's a waste of time. But once you get to the point of bringing a business to scaling and thinking about profitability and optimization, it is important. And I really like this tool, the business model canvas if you're not familiar with it. The independent variable is the product market fit, the relationship between these customer segments and these value propositions. And that's what you've been learning how to achieve. Without that, the rest of this really doesn't matter at all. So we're going to talk about how to encapsulate that understanding in your business model canvas. So you're anchoring to desirability and you're driving the viability and feasibility dimensions from that anchor of product market fit from that anchor of desirability. We're going to look at customer experience and how we test and optimize them. And we're going think about how we deliver all this stuff so that as we scale up the organization and think about what kind of teams we need to bring this thing from a little H2 to a big H2 to maybe an H1, we know how to do that. Before you engage with the business model canvas, I highly recommend creating a positioning statement in this simple format for target customer who needs this thing. Your product is a, what is it? What type of thing that does this amazing thing? This validated proposition that are unvalidated proposition, as the case may be. And what's the primary alternative and what does it do that's so much better than that? This is very similar to our product hypothesis, if you remember that. So what we're really asking is, what is this thing? Who is it for? What does it do that's compelling and why is that better than the next best alternatives? It's nice to have a tight encapsulation of that as you begin to work on the business model canvas, particularly if you're doing it with collaborators. Now, our question is, who are the buyers and why do they buy stuff? So we want to fill out these two things. Let's step through an example with enable quiz. Now, if you do not have a strong understanding of the personas in problem scenarios, you will really struggle here. So this is why I say in the beginning, I just recommend really focusing here, doing discovery, not worrying too much about this. But once you get to this point and you've tested some of this stuff and you're looking to optimize, this is a good tool. So here's those two elements. I just sort of blew them up here. And when we look at the customer segments, what I like to do is look at both the segments which are on the outer bracket here. And then, within the segments of interest, then I like to look at the individual actors within them. In the innovation intensive, design focus organization, you really are looking at those individual actors, not whole companies because it is the individuals who buy stuff and use stuff and realize the value that you're going to provide. Both say, enable quiz has decided to focus initially on this segment out of all three of these, very important to focus on a fledgling and an early business in H3, in innovation project. And let's say they have these different actors here. And what we want to look at and we want to showcase for our desirability is how do these individual actors, personas within the segment relate to these different value propositions. The way we usually lay that out is like this. So we're saying here the HR Manager primary care is about making better hires, enabling themselves to do more, and improving employee retention. Our Functional Manager primarily cares about also making better hires, decreasing the amount of time that they have to spend on recruiting, and improving the up-skilling of their existing staff. The Job Candidate cares about better job descriptions that they can understand, and the existing employee cares about up-skilling. This is where they might use enable quiz to kind of diagnose where everybody is on certain skills and how they might put training in place that's relevant, that the employees actually care about to get to where they want to be professionally. This is a view of what desirability looks like in the context of a business model. With this particular tool, the business model canvas. Here's that same thing laid out on the canvas. I would encourage you to be very, very thoughtful about this first step. If you choose to use the canvas, there is a resource in the resources section, there's a PDF version of this and a Google Docs version of it if you want to have something you can share digitally. Like this is a good tool and a good first step to bring that linkage between desirability, feasibility, and viability into that happy intersection and discuss that with your team.
