What is not a value proposition?

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You need to dig deep into the personas till you can describe each one like they are you would a close friend. Go beyond the traditional job titles, income, revenue goals, etc., and get in touch with what keeps them up at night. Those problems that follow them around, relentlessly haunting them like an endless pile of unfinished business. Then, and only then, can you relate on their level and get an understanding of how each decision-maker influences the other.

2. Discover the Jobs Your Products and Services Preform

Have you heard of the “Jobs To Be Done” (JTBD) methodology? It was developed by Harvard Business School professor, Clayton M. Christensen, and to put it simply it’s a different way of looking at how your products or services help your customers.

In the JTBD theory, the customer is “hiring” your product or service to perform a “job.” Many different solutions could be hired to perform the job, but the product or service that performs the job the best will be rewarded with continued employment while all others get fired. So think about what “job” customers hire your products or services to perform and what is the outcome.



Think of your value proposition as a very powerful cover letter on your resume. It grabs the attention of the reader in such a way that they can help but think, “Finally, this is the person we’ve been looking for!”

3. Connect the Customers Desires to the Benefits Of Your Offer

Finding what connects your prospects’ problems with your solutions will be like list of australia cell phone number organizing the junk drawer in your kitchen. You know the one I’m talking about. There are things in that junk drawer that you love and think might be useful one day, but deep down you know you have to toss it out to make room for the more important, everyday items.

Likewise, you will have ideas and phrases about the benefits of your solution that you love and think are relevant, but really they aren’t connecting to your prospects’ problems and must be tossed to make room for what’s truly important.

So examine each benefit objectively and try to connect it to as many stakeholders’ problems as you can, without stretch the fabric of reality. The more stakeholders that the benefit relates to, the more likely it will be a good fit for your value proposition.

But what if you can’t make a benefit relatable to each stakeholder simultaneously?

Valid point. We’ll get to that in the final section.

4. Use the Customer’s Language to Describe the Value

This step probably seems like a no-brainer, but before you dismiss it, take a moment to put yourself in your customer’s shoes. Would you describe your customers’ problems the same way they do? If you can’t answer that with certainty, then it’s time to consider some market research, or at the very least, a quick pow-wow with some of your top clients.