Value Proposition Canvas

The Value Proposition Canvas is a framework by Alexander Osterwalder, published by Strategyzer. It zooms in on two blocks of the Business Model Canvas: the customer profile and the value map. The workshop aims to describe what a customer is trying to achieve, what hinders them, what they hope to gain, and then to verify if the offer truly addresses these elements. It emphasises a focus on the customer before discussing solutions.

Walkthrough

1. 1

   Frame the objective and choose the customer

   10 min

   The facilitator presents the goal: "We will check the fit between a specific customer and a value proposition, starting with the customer." They remind the group that the canvas focuses on two blocks of the Business Model Canvas: the customer profile on the right and the value map on the left. The group selects a unique, concrete, and homogeneous customer segment, avoiding overly broad formulations like "all users." Participants note the chosen segment at the top of the canvas to maintain the same perspective throughout the workshop.

   Tip — Politely refuse catch-all segments: ask "which one, in what situation, with what objective?" until you obtain an observable customer.

2. 2

   Identify the customer's tasks

   10 to 15 min

   The facilitator has the group fill in the first part of the circle, on the customer side: the tasks the customer is trying to accomplish, referred to as jobs. They instruct: "Write down what the customer is trying to do, solve, obtain, or achieve, without yet mentioning our product." Participants first produce ideas individually, then share and group duplicates. The group reformulates the tasks into action verbs to stay focused on the customer's real situation.

   Tip — When someone mentions a feature of the offer, redirect to the need: "If this feature didn't exist, what would the customer still be trying to do?"

3. 3

   List the problems and irritants

   10 to 15 min

   The facilitator moves to the pains section of the customer profile: the problems, irritants, risks, obstacles, or frustrations faced by the customer. They announce: "Note what makes their tasks difficult, costly, slow, risky, or unpleasant." Participants write down concrete irritants, then place them in the circle. The group then identifies the most important pains by discussing their intensity and frequency, without yet seeking solutions.

   Tip — Emphasise lived experiences: replace "lack of efficiency" with "spending time finding the right information."

4. 4

   Articulate the expected benefits

   10 to 15 min

   The facilitator completes the customer profile with the gains section: the benefits the customer expects, hopes for, or would appreciate obtaining. They say: "Describe what would make the customer say the situation is better: results, comfort, time savings, recognition, security, or simplicity." Participants distinguish the expected benefits from the solutions already imagined. The group clarifies the major gains, those that truly matter for this customer segment.

   Tip — Regularly ask "benefit for whom?" to avoid noting gains for the company or project team instead of the customer.

5. 5

   Describe the value map

   15 to 20 min

   The facilitator guides the group to the left side of the canvas, in the value map square. Participants first list the products and services offered, then the pain relievers, which are the solutions that alleviate the customer's problems. They then add the gain creators, the elements that create the expected benefits. The facilitator reminds: "We are not trying to sell everything, but to clarify what truly addresses the customer profile described on the right."

   Tip — Have each response written on a post-it: one product, one relief, or one benefit creator. This makes sorting and adjusting easier later.

6. 6

   Check the fit between both sides

   15 to 20 min

   The facilitator organises the fit check: does each important irritant have a clear response in the value map? Is each important benefit supported by a credible gain creator? The group visually connects the pains to the pain relievers and the gains to the gain creators. Unconnected elements are flagged: they indicate a gap, a hypothesis to test, or a part of the offer that is less relevant for this customer.

   Tip — Use two colours of lines or dots: one for solid responses, one for uncertain responses. The uncertainties become your validation plan.

7. 7

   Synthesize and decide on next steps

   10 min

   The facilitator has the group read the complete canvas from right to left: customer, tasks, pains, gains, then value response. They ask: "What is our clearest value proposition for this segment? What is missing or seems fragile?" Participants choose points to explore further, test, or reformulate. The session concludes with a brief summary: target customer, priority problems, intended benefits, and elements of the offer that address them.

   Tip — End with a value proposition statement in simple language. If it is difficult to formulate, it often indicates that the segment or customer priorities remain unclear.

Variants

• Comparative workshop: have two sub-groups work on two different customer segments, then compare the profiles and value maps. This variant quickly shows that the same offer does not create the same value for everyone.
• Exploration version: require filling out the entire customer profile before allowing any idea of a solution. This is useful when the team tends to defend their product too early.
• Prioritisation version: after filling in, ask the group to keep only the irritants and benefits deemed most important, then check only these links. This makes the discussion sharper and more operational.
• Remote: use a collaborative whiteboard with a Value Proposition Canvas template, virtual post-its, and a parking area for debates. Alternate silent writing, collective grouping, and checking links using connectors.