Value proposition

是什么

Value Proposition（价值主张）用 JTBD（Jobs To Be Done，待办任务）的视角把"客户为什么要选我们"写成一句不靠形容词撑场的承诺，让全公司在销售、产品、市场口径上回答同一个问题。

怎么用

1. 先写"谁"：目标客户的具体画像，不是"中小企业"，而是"30 人左右、刚拿到 A 轮的 SaaS 公司财务负责人"。
2. 再写"为什么"：客户当前在用什么方案、付出了什么代价、有什么没满足的诉求。
3. 写出"使用前 / 使用后"的状态对比，让价值差异具体到可量化的指标。
4. 列出 2–3 个竞争替代方案，并说明客户为什么会从那些方案转过来，而不是泛泛地说"我们更好"。
5. 用一句客户能复述的话总结主张，没复述出来就说明还不到位。

架构图

flowchart LR
  A[目标客户画像] --> B[现状与未满足诉求]
  B --> C[使用前后状态对比]
  C --> D[与替代方案差异]
  D --> E[一句话价值主张]

Value Proposition

Metadata

• 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

Instructions

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.

Input Requirements

• Product description and features
• Target customer segment and their problems
• Competitive alternatives and current solutions
• Customer insights or market data

Value Proposition Template

6-Part Structure

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?

Example: 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)

Output Process

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

Domain Context

This template vs Strategyzer's Value Proposition Canvas: Strategyzer's canvas (from Business Model Canvas literature) is widely used but has structural limitations. This 6-part JTBD template (from JTBD template literature) 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.

Notes

• 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

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Templates

• Value Proposition Template (PPTX)

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Further Reading

• How to Design a Value Proposition Customers Can't Resist?
• How to Achieve Product-Market Fit? Part I: Market and Value Proposition
• Jobs-to-be-Done Masterclass with JTBD practitioners (video course)
• Product Innovation Masterclass (video course)