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You may find that you made errors while developing your Persona fact sheet, or that your Persona does not adequately represent the End User Profile, so you may need to go back and revise your Persona in an iterative fashion in later steps. This is not only okay, but highly recommended and a productive exercise.
your success is determined as much by what you do not do as by what you do.
The better you understand your Persona’s needs, behaviors, and motivations, the more successful you will be at making a product and a new venture to serve them.
make it all visible within your business so that everyone works toward the same common goal.
You must determine how your product fits into your Persona’s value chain.
The easiest way to start is by mapping out how your Persona uses the product once it is acquired. From there, map out the acquisition and post-acquisition support cases.
Without doing a complete Full Life Cycle Use Case, you will not notice any problems until your order volume decreases and you are scrambling to gain first-time and repeat customers.
The Full Life Cycle Use Case should first explain how the Persona determines that their existing needs are not being met by existing products, and how the Persona would find out about your product.
detail how your Persona would have heard about the product if they had been a completely new prospect. It is helpful to outline the customer’s current workflow,
The following factors are all essential parts of the Full Life Cycle Use Case:
The Full Life Cycle Use Case should be visual, using diagrams, flowcharts, or other methods that show sequence.
now they could detail how everything interacted and how the entire story would play out. They learned about key people and roles they needed to consider.
The deeper your knowledge of the Persona, the better it will be for your analysis. This analysis should increase your confidence level and will be much more cost-effective than trying to fix the problems later on.
enables you to see how the product will fit into the customer’s value chain and what barriers to adoption might arise.
If their top priority is time to market
your product’s value is that it will lower the cost of production,
value proposition—“Our product saves $XX per month”—will not persuade your...
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Set up a simple comparison of the “as-is” state that does not involve
use of your product and then compare this to the “possible” state that you are confident will exist when the customer is using your solution. In both cases, you make it as quantifiable as possible. The difference in value between them is your Quantified Value Proposition.
create a supporting diagram showing the “as-is” state as compared to the “possible” state that visually illustrates the value your product has to the customer.
Define the “as-is” and “possible” states so clearly that any target customer will easily be able to understand, agree or disagree, and then comment on the assessment.
make the numbers in the “possible” state ones that you are highly confident your
product can attain.
“underpromise, overdeliver”
the B2B environment depends on stable, consistent vendors.
we first determined the average time to market for a new toy using the current software available.
We did not have to express our value proposition in dollars because the actual dollar amount would vary widely.
manufacturers were fluent enough in their process to know what a 50 percent reduction in time meant for them.
The team knew the Persona’s top priorities were to have reassurance that the fetus was okay and to establish intimacy with the unborn child.
They did not have to quantify the intimacy gain because their visual representation of the “as-is” versus “possible” states resonated with the first-time mothers, who validated it for them.
The Persona had no personal attachment to the cattle; making as much money as possible was
by far the rancher’s top priority.
Perform the empirical tests, moving quickly and efficiently to decrease the risk of your startup.
you do not prove hypotheses so much as disprove hypotheses;
