Value Proposition Design

A presentation on The Art of Pitching by Kashyap Pandya - Founder & Director of Syncoro Ventures Pvt Ltd. The presentation covers the key points to be included in your pitch deck while presenting it to the prospective investors.

The lecture on Value Proposition Canvas Part A explains why the concept is of so much importance especially to first time entrepreneurs. Startups sustainability requires in-depth understanding of the target customers. Failing at this stage will have costly repercussions for the entrepreneur and his business. Part A discuss the Value Proposition Canvas definition, value proposition examples, and how Value Proposition Canvas is different than Business Slogans.

This document provides an overview and sample pages from a book about testing business ideas. It discusses designing a team to test ideas, aligning team members, shaping ideas using a business model canvas, and selecting experiments for discovery and validation. The goal is to help reduce risk and uncertainty for new business ideas through systematic experimentation and learning.

Philipp Engel presented on using value proposition design workshops to help accelerate product discovery. The workshops help cross-functional teams understand customer needs and define value propositions. Engel discussed running a workshop for Elsevier to align on value delivery across integrated products. He outlined tips for effective workshops, including using trigger questions and consistent color coding. Finally, Engel explained how value proposition design fits into the broader product design process, noting it is best used early on to stimulate thinking and define experiments to test assumptions.

Template for the improved Value Proposition Canvas. This version focuses on customer wants, needs and fears and on features, benefits and user experiences.

This document discusses business model innovation through recognizing patterns. It begins by introducing the presenter and agenda. The main sections cover the four types of business model innovation: product, customer, resource, and revenue. Each section explores multiple patterns within each type. For example, under revenue patterns it discusses one-time payment, subscriptions, freemium models, and others. The goal is to help innovators recognize these patterns to rethink and innovate their own business models. In total, the presentation provides an overview of business model innovation through recognizing various innovation patterns within products, customers, resources, and revenue streams.

the "Value Proposition Canvas" tool that helps startups and organizations design compelling products and services that customers will buy. It's must have tool if you want to save time and effort in designing your product or service. The best thing is it's visual, practical and is easy to learn. This world class tool was introduced in Alex Osterwalder's top seller book "Value Proposition Design" and is a continuation of the "Business Model Canvas". This excellent visual tool is easy and practical. Get course discounts and learn more: www.playtactic.com

This document summarizes a workshop on creating compelling value propositions. The agenda covers understanding customer value through exercises on customer jobs, pains, and gains. It discusses assessing whether products and services relieve customer pains and create gains. The workshop teaches rebuilding value propositions based on customer insight and crafting effective messaging. Participants work through worksheets and are given a case study example. The goal is to help attendees develop value propositions that clearly communicate why customers should choose their offerings over competitors.

The document discusses how to build a Minimum Viable Product (MVP). It recommends a three step process: 1) Build a prototype to test hypotheses, 2) Expose the prototype to customers and measure behaviors to collect data, and 3) Transform the behavioral data into new hypotheses and ideas for the next iteration. The goal of this iterative process is to continuously test ideas, build the product, and lower risks while maximizing learning for startups. It emphasizes that even large, successful companies continue iterating in this way.

The document provides an overview of the Business Model Canvas workshop held by the Brampton Entrepreneur Centre in January 2016. It discusses how the Business Model Canvas is a strategic tool that helps entrepreneurs define their business model by determining key aspects like customer segments, value propositions, channels, customer relationships, revenue streams, key resources, activities, partnerships, and cost structure. Examples are provided of companies like Google, PayPal, and Lamborghini that achieved success by changing their original business models to better meet customer needs and solve larger problems.

The document discusses the Business Model Canvas framework and its key components for developing a business model. It lists the nine blocks of the Business Model Canvas as Customer Segments, Value Propositions, Channels, Customer Relationships, Revenue Streams, Key Resources, Key Activities, Key Partnerships, and Cost Structure. For each block there is a brief definition or question provided. The document also includes references to the oxygenaccelerator website and contact information.

How to search for the right minimal viable product and find product/market fit. From Shawn Carolan Menlo Ventures

This document provides information about a workshop on developing business models for commercializing research results. It discusses options for market exploitation like licensing, spin-offs, and startups. It then compares traditional business plans to more agile methodologies like the Lean Startup framework. The final section describes tools for developing business models, specifically the Business Model Canvas and Value Proposition Design. Participants will practice using these tools to develop a business model for a thermochromic pigment product intended for use in fabrics.

The document summarizes the key concepts from the Lean LaunchPad course, including business models, customer development, and pivoting. It explains that a business model describes all parts of a company necessary to make money. It then discusses customer development as a process involving customer discovery, validation, and creation to iteratively build a business model through pivoting based on customer feedback. The goal is to identify a repeatable and scalable business model in the search for a startup idea.

Dan Olsen, The Lean Product Playbook , @danolsen Room: C260 Everyone working on a new product is trying to achieve the same goal: product-market fit. Although product-market fit is one of the most important Lean Startup concepts, it’s also the least well defined. Dan Olsen shares the top advice from his book The Lean Product Playbook, including the Product-Market Fit Pyramid: an actionable model that breaks product-market fit down into 5 key elements. Dan also explains the Lean Product Process, a 6-step methodology with practical guidance on how to achieve product-market fit, illustrated with a real-world case study.

The Business Model Canvas was proposed by Alexander Osterwalder. Business Model Canvas helps lean advocates to develop new or document existing business models.

The document discusses lean innovation and continuous innovation. It argues that continuous disruption requires continuous innovation, and that continuous innovation requires new management tools like lean innovation management. Lean innovation aims to achieve 10x the number of initiatives in 1/5 the amount of time through techniques like the business model canvas, customer development, and agile engineering. It also discusses the need for ambidextrous organizations that can both execute current business models while pursuing breakthrough innovations. Examples are provided of how lean startup techniques have been applied in practice, including a case study of a Stanford student team that applied customer development to validate and pivot their business model based on customer interviews.

This deck explains what the Value Proposition Canvas (aka Designer) is, how it relates to the well-known Business Model Canvas, and what to keep in mind when using it.

alue Proposition Design - die perfekte Ergänzung zu Business Model Generation von Alex Osterwalder, Yves Pigneur, Greg Bernarda und Alan Smith (Strategyzer) - hilft systematisch und mit Hilfe des Customer Developments den Kunden zu verstehen um so Angebote zu erstellen, die die Bedürfnisse des Kunden perfekt bedienen. Wie findet man heraus, was Kunden wirklich wollen? Durch Tools und Techniken aus der Lean Startup Bewegung hilft Value Proposition Design bei der Herausarbeitung wahrer Kundenbedürfnisse. Nach dem bewährten “Job-to-be-Done”-Ansatz (siehe unten) sowie das Aufspüren der “Pains & Gains” des Nutzers wird Empathie gewonnen. Im nächsten Schritt erfolgt die Gestaltung des Produktes, welches die "Schmerzen" des Kunden löst und die Erwartungen erfüllt. Hierbei helfen Übungen zu Customer Interviews. Denn nur wer den “Mom-Test” besteht, also seine eigene Mutter auch mal "Nein" zur Idee sagt, stellt die richtigen Fragen. Als “Plug-In” zum Business Model Canvas hilft der Value Proposition Canvas bei der Herausarbeitung des Kundensegmentes als auch des Nutzversprechens – für innovative und erfolgreiche Geschäftsmodelle.

Illustrating Customer Segments & Value Propositions with Ridiculous Toys. Based on the Business Model Canvas and three years of experience teaching interactive workshops throughout Chile. Originally presented in Chile in 2011, this presentation has been incredibly popular here on SlideShare and I've just updated it with cleaner design and more details about how it can be used to run memorable and fun workshops. Enjoy!

Ever wonder when a customer actually thinks about your product or service? This workshop can help you to determine how to market your services at moments when they do.

A brief introduction of teh concept of busienss models and how to explore possible business models with archetypes

This document lists over 40 Geographic Information Systems (GIS) mapping projects from locations around the world. The projects cover a wide range of topics and locations, including world maps, municipal and city mapping, thematic maps, network analysis, environmental studies, interpolation and analysis techniques, and suitability studies for various land uses. Many of the projects analyze locations in Canada, while others cover places in the United States, Central America, Africa, and worldwide.

#VPDesign helps you systematically build products & services that customers want. For more from the book: https://strategyzer.com/value-proposition-design Based on Value Proposition Design by Alexander Osterwalder, Yves Pigneur, Greg Bernarda & Alan Smith.

This document presents an automated doctor appointment and management system. It discusses developing a web-based system that allows patients to easily book appointments and for administrators to manage schedules and activities. The objectives are to design a system for doctor appointments that provides easier and faster appointment services. It reviews existing systems and identifies problems such as excessive doctor workloads and lack of user accounts or payment systems. The proposed solution separates doctor and administrator roles, creates user identities, and adds a payment option. The document outlines the development methodology, use cases, entity relationship diagram, tools used, screenshots, testing approaches and results, limitations, future plans, and conclusions.

El Principito visita siete planetas donde conoce personajes extraños, incluyendo un rey vanidoso, un bebedor, y un hombre de negocios obsesionado con contar estrellas. También conoce a un zorro, un farolero solitario, y un geógrafo que nunca ha viajado. Al final, conoce a la serpiente que le inyecta veneno antes de reunirse con el narrador de la historia.

1) The document outlines an outpatient management system project for Yogiji Creations Pvt. Ltd., including an introduction to the company, objectives of the proposed system, existing system limitations, and technical details. 2) It describes the various diagrams created for the system - data flow diagrams, use case diagrams, sequence diagrams, state chart diagrams, class diagrams, and entity relationship diagrams. 3) Screenshots of the interfaces are provided and test cases are described to test functions like login, forgot password, and new user registration.

El documento resume la obra literaria "El Principito" de Antoine de Saint-Exupéry. Resume las características del narrador y del Principito, los planetas que este visitó, los personajes principales y secundarios, y concluye que la obra está dedicada a los niños y contiene inferencias sobre el amor y la amistad.

The document outlines an agenda for a value proposition workshop. The objective is to understand and define a company or project's value proposition. The agenda includes defining what a value proposition is, providing examples, and guiding participants in creating a value proposition canvas to map out their unique value proposition. Activities include identifying customer jobs, pains, gains, products/services, pain relievers, and gain creators. The workshop also compares approaches to competing in red versus blue oceans and provides an example value curve for Cirque du Soleil.

The document discusses user profiles and personas, which are tools used in user-centered design to represent and understand target users. It provides guidance on creating user profiles, including defining a range of user attributes and types of users. Personas are introduced as archetypes of user profiles that make users more relatable. The document outlines how to develop personas through storytelling to foster empathy, and provides examples of persona templates.

El documento resume la biografía del escritor francés Antoine de Saint-Exupéry, autor de la famosa novela "El Principito". Brevemente describe su vida y obra más importante, así como los personajes principales y secundarios de "El Principito". Finalmente, cita algunas de las frases célebres de esta obra.

You need to stand out in 3 seconds - The competition is fierce and you need to be able to catch interest in less than 3 seconds and then keep it. This is true no matter if you are creating a message for a presentation, the web, a speech or a video. Most likely you do the following misstakes today - You start a presentation with a company overview - You start a presentation about your product - Your webpage is all about your product ä You have more then 10 words on your power point slide Tools the super professionals use will be yours In this presentation you will learn how to create amazing B2B Value Propositions Designs that will not only say what you need to say but will catch the interest of the person you are trying to reach in a totally new way. I will show you 4 tools that the super professionals use and how to use them. 

I created this presentation after doing extensive research on how to create a strong value proposition. The data I have reviewed are from marketing experts, Gartner, reports and my own personal experience creating value propositions. 

 The purpose of the presentation is to share my conclusions on how to build a strong value proposition. 

Please feel welcome to share your thoughts, insights or comments. I love feedback. You can send an email to info@daniel-one.com or visit my webpage www.daniel-one.com. I look forward to hear from you. 

 Some pictures can be a bit blurry when you view the presentation directly from the web. To view a high quality version of the presentation simply download it. If you have any questions please don't hesitate to contact me at www.daniel-one.com

Андрей Курьян, ведущий ТРИЗ тренер компании «Эпам Системз» Видео: https://youtu.be/RwDrHZreP5c ------------------------------ В рамках проведения «Научного Хакатона» мы приглашаем вас на митапы, где будут проводиться обучающие и консультационные сессии под руководством экспертов в области науки, бизнеса и ИТ. У вас будет возможность обсудить задачи, получить экспертную помощь, объявить о вакантных местах в команде и не только. Присоединяйтесь и решайте научные задачи командами! Cайт: http://sciencehit.by/hackathon Регистрация в команды: https://sciencehit.timepad.ru/event/462869/

Brand image is defined as the unique set of associations in customers' minds about what a brand stands for and the promises it implies. It is shaped by interactions between the firm, customers, and brand identity as framed by marketers. A brand is created through continuously developing relationships where customers form differentiated impressions of products and services based on brand exposures. Company image refers to perceptions of the organization itself among various stakeholders, while brand image is specific to products and services. Managing brand image requires understanding how customers experience and perceive the brand.

The document discusses tools and processes for designing and testing business models and value propositions. It describes the Business Model Canvas and Value Proposition Canvas as tools to help create value for businesses and customers. It also discusses using these canvases in an iterative process of design, search, testing and evolution to develop value propositions that customers want.

The document describes an October 2014 presentation by Alex Osterwalder on creating compelling value propositions. Osterwalder is an entrepreneur and inventor of the Business Model Canvas, a tool used by organizations to visualize and design business models. The presentation provides information on Osterwalder and encourages participants to join the conversation on Twitter.

The document provides an overview of various business model canvas templates and topics related to developing a business model. It includes templates for sections of the business model canvas like customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partnerships, and cost structure. It also discusses topics like customer development, mapping customer segments to value propositions, and conceptualizing customer relationships and channels. The templates and discussions are intended to help users think through and detail the components of their business model.

The document discusses business tools and their importance for running businesses. It notes that our current age of anxiety is due to trying to do modern jobs with outdated tools. It then discusses different business modeling tools like the Business Model Canvas and Value Proposition Canvas, explaining what they are used for and how they help conceptualize different aspects of a business like customer segments, value propositions, and key activities. It emphasizes that great business tools should be conceptually sound, have a good user interface, and provide an excellent user experience.

The document summarizes key concepts from a workshop on understanding audiences and developing projects. It discusses how mapping an audience's journey and understanding what motivates them affects how a project is developed. The workshop covered tools like the business model canvas and value proposition canvas to help understand audiences and find the fit between a project and audience needs. It emphasizes starting with the audience's perspective rather than the creator's perspective or platform considerations.

This document outlines the agenda for a workshop on business model design and innovation using new tools for companies. The workshop will introduce the context and new tools for businesses, include a project laboratory session using the Business Model Canvas tool, and end with participants creating their own Personal Business Model Canvas. The document provides background and justification for why business model innovation is needed in an uncertain and changing business environment. It then introduces the Business Model Canvas tool as a way to design, understand, and innovate business models.

The document introduces the Value Proposition Design methodology. It discusses how Value Proposition Design can help organizations overcome common challenges in creating products and services that customers want. It provides an overview of the tools in Value Proposition Design, including the Value Proposition Canvas and how it integrates with the Business Model Canvas. It also discusses how Value Proposition Design can be used to invent new value propositions as well as improve existing ones. The methodology helps manage the process of value proposition design to reduce risk and create alignment across teams.

The document provides an overview of venture design and startup methodologies including design thinking, lean startup, business model canvas, and agile development. It discusses that venture design is a process that involves hypothesizing business assumptions, learning through customer discovery and validation experiments, and iterating the business model. Each methodology has its own techniques for gathering customer insights, defining problems and solutions, testing assumptions, and building business models in an iterative process.

This document provides information about a workshop on using canvases to create a shared product vision and backlog. It introduces various canvases including a product vision board, business model canvas, and product canvas. The product vision board helps capture initial assumptions about the product. The business model canvas helps capture the business model. The product canvas helps create the product backlog and features continuous learning from user feedback. An example of how these canvases could be used for Amazon in 2005 is also provided.

This document outlines an agenda for a session on engineering a business model. It discusses using a business model canvas to detail the business model and remaining assumptions. It also discusses designing the right product by pairing learnings from personas and hypotheses with user stories and wireframes for product development and validation. The document provides templates for the business model canvas and discusses various elements of the canvas like customer segments, value propositions, relationships and channels.

The document discusses the key resources section of the Business Model Canvas. It defines key resources as the most important tangible and intangible things needed for a business model to work. Examples of tangible resources include physical assets like factories, human resources like employees, and financial resources like capital. Intangible resources include intellectual property, brands, user bases, and customer trust. The document cautions against getting too granular and stresses the importance of identifying only the essential resources that drive the business model.

The document discusses using the Business Model Canvas and partnership canvas to design business model collaborations through a process that involves understanding opportunities, designing partnership models, comparing alternatives, evaluating options, and conducting value and cost checks. It promotes tools from Business Model Generation and Strategyzer for mapping out key elements of partnerships like customer segments, value propositions, and revenue streams.

Slide del talk tenuto all'interno dell'iniziativa "Rinascita Digitale". Oggetto del talk: Innovazione del Modello di business, Epicentri di Innovazione, 10 Types of Innovation e alcuni casi reali

This document outlines an agenda for a workshop on Lean Discovery. The goals of the workshop are to provide an understanding of Lean Discovery principles and processes, provide an actionable Lean Discovery process, and put the process into practice through hands-on activities. The agenda includes introductions, a section on Lean Discovery, hands-on activities, and a wrap-up. Lean Discovery follows the scientific method to test assumptions and discover the best product-market fit through short iterative cycles of building, measuring, and learning.

La comunicazione tra le persone è il primo valore dell’Agile. Trasmettere la vision di un’idea è molto difficile. Attraverso i Canvas è possibile non solo condividere la vision ma anche il viaggio che porterà alla realizzazione dell’intero prodotto. Adottando i vari Canvas come il Business Model Canvas, il Lean Canvas e il Product Canvas è possibile definire e condividere le ipotesi iniziali, validarle sul mercato misurando i risultati e confrontarle con i risultati attesi. I Canvas quindi non solo ci aiutano nella parte iniziale del progetto ma ci accompagnano per tutto il ciclo di vita del prodotto evolvendo con esso. Questi concetti non sono strettamente legati al software ma possono essere applicati in contesti differenti. Durante questo workshop vedremo insieme come, partendo da un’idea, si possa realizzare un prototipo di applicazione mobile in meno di due ore… il tutto sotto forma di gioco.

The risk of failure is high for businesses trying to get and keep clients, and for startups at any stage. What if there was a way to minimize that risk? The Business Model Canvas is quickly becoming the standard in how business models are designed. But a Business Model Canvas is often based on assumptions. Executing a business model based on assumptions will likely lead to failure. In this workshop/talk, we'll cover an agile step-by-step process to identify those assumptions, validate them, and end up with a business model based on facts. This is an opportunity for leadership teams to really get the essence of using this agile process to maximize their chances of success.

These slides support the various workshops I do and my online curriculum in two principal places: 1. Business Model Canvas Tutorial This is a more fully articulated instructional, complete with templates: bit.ly/nicebmc. 2. Startup Sprints This is a structured self-service for Venture Design/new venture creation: bit.ly/startupsprints.

The document provides an overview of Customer Development, which is the process startups use to search for a business model. It discusses how startups should test hypotheses about their problem, customer, product, and other business model components by getting out of the building and talking to customers. The Lean LaunchPad process of building a minimum viable product and continuously pivoting based on customer feedback is highlighted. An example is given of a team that conducted customer interviews over 8 weeks and pivoted from an autonomous mowing idea to focus on weeding for organic farmers after determining a bigger problem and opportunity.

Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services. Shared November 2015 at SleeterCon in Las Vegas, Nevade.

Business model design is a strategic skill that creates a competitive advantage for the entrepreneur who masters it. As our industry morphs into its next iteration, equipping yourself with the mindset and toolset to evolve your business is a critical precursor to creating deeper value for your customers. In this mini-workshop, you'll be introduced to the Business Model Canvas tool, and guided through prototyping future versions of your own firm. Come with a pen/paper or your laptop, and leave with a way to innovate your firm and its services. Shared November 2015 at SleeterCon in Las Vegas, Nevada.

The document discusses business concept design and testing business ideas. It explains that design involves turning vague ideas into concrete business models and value propositions. Good design uses business model patterns to maximize returns and compete beyond traditional factors. The document also discusses testing business ideas by breaking them into hypotheses that cover risks like customer interest, feasibility of building the idea, and earning money from the idea. Hypotheses are tested through experiments to learn and improve the idea.

The document discusses managing a portfolio of business models and innovation to build an "invincible company". It introduces tools like the Portfolio Map to visualize different business models in terms of risk and return across an explore/exploit continuum. The goal is to balance high-risk exploratory models with more stable exploitative models. It also discusses establishing an innovation culture and regularly reinventing the company's business model to stay ahead of disruption.

1. The document discusses how companies can become "invincible" by constantly reinventing themselves, competing on superior business models, and transcending industry boundaries. It introduces tools from the book like the Culture Map and Portfolio Map to help companies manage business model innovation and establish an innovation culture. 2. The Portfolio Map is used to manage a company's portfolio of business ideas by assessing their expected return, death/disruption risk, and innovation risk to help determine which ideas to explore or exploit. 3. The book provides strategies for companies to compete on business model patterns, establish an ambidextrous culture that balances exploration and exploitation, and manage business model innovation.

The document discusses business model innovation and design. It provides examples of companies that achieved success by focusing on business model innovation rather than just product innovation alone. These companies invented new business models rather than simply copying competitors. The document advocates for business leaders to operate more like surgeons, prototype like designers, and experiment like scientists when innovating business models.

The document discusses business model design thinking and testing models. It emphasizes analyzing business models from the customer perspective using tools like empathy maps. Design thinking principles for business models include prototyping ideas quickly and gaining customer insights to iteratively improve models. Business models should not get attached to initial ideas and should experiment to discover new opportunities.

Talk on BMGEN with Japanese subtitles

1. SunEdison's business model involved installing solar panels on large commercial rooftops like shopping centers. 2. Key partners included panel manufacturers. Key activities were panel installation. The value proposition was long-term solar solutions. 3. Revenue streams included purchasing fees from customers over long-term relationships. This model leveraged large commercial rooftops and was scalable.

This document discusses business model innovation. It begins by describing business model environment assessment and patterns. It then discusses service innovation, process innovation, and business model innovation. Examples are given of Flickr innovating its business model. The talk will cover scenario and storytelling, task analysis, prototyping, service blueprints, and process management for service design. It will also discuss measuring innovation and moving from service to business models.

This document discusses business model innovation and design thinking. It introduces the Business Model Canvas, a tool used to systematically describe, challenge, design and invent business models. The canvas breaks down a business model into nine building blocks: customer segments, value propositions, channels, customer relationships, revenue streams, key resources, key activities, key partners, and cost structure. It argues that business leaders need to adopt a design mindset and use tools like the canvas to experiment with new business model ideas through building model prototypes. Successful business models often involve taking risks to experiment rather than trying to prove ideas in advance. The document advocates an ongoing process of research, business model design, and implementing business model prototypes to drive innovation.

This document discusses business model assessment and innovation. It outlines a 3 step process: 1) Scanning competitive forces through industry analysis, 2) Assessing the current business model through a SWOT analysis, and 3) Innovating the business model using blue ocean strategy techniques like the strategy canvas. Key concepts covered include assessing industry pressures, questioning the existing business model, and creating new market spaces through strategic factor elimination and creation.

This document provides an overview of business model design. It discusses three key steps in business model design: visualizing the business model canvas, assessing strengths and weaknesses, and improving opportunities. The business model canvas is used to map out the key partners, activities, offers, customer relationships, customer segments, resources, channels, cost structure, and revenue streams. Business model patterns and examples like the long tail and two-sided markets are also examined. The document emphasizes adopting a design mindset to iteratively improve business models.

The document discusses the business model canvas, which is a tool for visually mapping out the key components of a business model. It contains 9 blocks that describe the value propositions, infrastructure, customers, finances, and other important elements of how a company operates. The business model canvas helps companies design, discuss, and improve their business model in a structured way.

This document discusses various concepts related to business process modeling including: - The main components of a business process model including activities, actors, events, flow, and gateways. - Examples of a leave management process model with activities like completing an application, validating, and deciding. - Purposes of process models including business process reengineering, quality management, and IT initiatives.

This document provides an overview of service blueprinting and design. It discusses identifying key activities involved in creating and delivering a service, and specifying the linkages between them. It also addresses evaluating service experiences to identify potential failure points or risks, such as excessive wait times, in order to improve service design.

This document discusses e-service quality and usability evaluation methods. It defines e-service quality according to various researchers like Zeithaml and Fassnacht & Koese. Models for evaluating service quality are presented, including SERVQUAL which measures expectations vs perceptions gaps. Usability evaluation methods like heuristic evaluation, cognitive walkthrough, interviews and field studies are also summarized. The cognitive walkthrough procedure is described in detail with example tasks.

This document discusses prototyping for e-service design. It defines what a prototype is and its role in exploring user requirements and usability testing. Different prototyping techniques are described such as screen-based, interactive products, services, and paper, storyboard, facade, sketch, and scenario-based prototypes. Information design and interaction design principles are also covered.

The document provides an overview of tasks for analyzing e-business services, including task analysis, user observation, goal definition, scenario development, and hierarchical task decomposition. Key aspects covered include defining goals, preconditions and postconditions, identifying actors and their roles, describing scenarios as sequences of actions, and breaking down tasks into hierarchical sub-tasks.

This document provides an overview of key concepts in service design, including service concepts, value propositions, customer roles, performance attributes, cost, scenarios, stories, personas, and service visualization. It discusses these concepts across 3 sentences or less and defines some of the core elements of each concept.

This document provides a summary of key concepts in service design, including service concept, value proposition, customer roles, performance attributes, cost, scenario, stories, personas, and service visualization. It defines these terms and discusses how they are used in service design to develop a holistic understanding of services from the customer perspective.

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