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10 consejos de Guy Kawasaki sobre el arte de innovar en los negocios tecnológicos

10 consejos de Guy Kawasaki sobre el arte de innovar en los negocios tecnológicos | Emprendimiento | Scoop.it
La innovación es consecuencia de un proceso, no de una circunstancia. Guy Kawasaki, experto en TI y negocios que ayudó a Steve Jobs a convertir el Macintosh en un producto único, compartió en un reciente evento de Gartner sus ideas sobre la innovación tecnológica.
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UdelPrado sur Twitter

UdelPrado sur Twitter | Emprendimiento | Scoop.it
¡9 cosas que un emprendedor debe saber! #Infografía pic.twitter.com/d109NfoFQ7
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Innovation Excellence | The Value Proposition Canvas

Innovation Excellence | The Value Proposition Canvas | Emprendimiento | Scoop.it

Achieve Product-Market Fit with Our Brand New Value Proposition Canvas

I’m a big fan of the Lean Startup movement and love the underlying principle of testing, learning, and pivoting by experimenting with the most basic product prototypes imaginable – so-called Minimal Viable Products (MVP) – during the search for product-market fit. It helps companies avoid building stuff that customers don’t want. Yet, there is no underlying conceptual tool that accompanies this process. There is no practical tool that helps business people map, think through, discuss, test, and pivot their company’s value proposition in relationship to their customers’ needs. So I came up with the Value Proposition Canvas together with Yves Pigneur and Alan Smith.

 

The Value Proposition Canvas is like a plug-in tool to the Business Model Canvas. It helps you design, test, and build your company’s Value Proposition to Customers in a more structured and thoughtful way, just like the Canvas assists you in the business model design process (I wrote more about how we came up with this new tool previously).

 

The Canvas with its niine building blocks focuses on the big picture. The Value Proposition Canvas zooms in on two of those building blocks, the Value Proposition and the Customer Segment, so you can describe them in more detail and analyze the “fit” between them. Companies need to get both right, the “fit” and the business model, if they don’t want to go out of business, as I described in an earlier post on failure. The tools work best in combination. One does not replace the other.

 

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