Introduction
Why do some businesses fail, even with good ideas? Because they don't solve a significant enough problem . Their offering lacks real perceived value. This masterclass on value propositions explains how to identify a real problem, assess it, and then create a solution that naturally attracts customers and investors.
1. First, define who you work for
A value proposition always begins with “for whom” .
If you say "for everyone", it means you haven't yet understood your market.
👉 Example: an NGO in Kazakhstan helps disadvantaged children without digital skills or computer equipment .
It's clear, concrete, and targeted.
A common mistake : confusing user and client.
Sometimes the user is not the one who pays (e.g., a student vs. a ministry of education).
two value propositions must : one for the user, the other for the financier.
The objective: to define a precise segment , your Minimum Viable Segment (MVS) , which shares the same needs and to whom you can sell the same solution, again and again, without major adaptation.
2. Next, identify
the real problem
A good problem is half the solution.
Formulating it clearly aligns the entire team and focuses innovation on what matters.
The “4U” framework:
A sound problem must be:
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Unworkable – If we don't resolve it, the consequences are serious.
Example: a bug that prevents an essential service or a major social divide.
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Unavoidable – Like taxes or aging, some needs are unavoidable.
Examples: health, education, security.
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Urgent – People need to act now, not in a year.
Example: companies attacked by a cyber incident.
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Underserved – Current solutions are insufficient or inaccessible.
Example: a local product that is too expensive for its own inhabitants.
💡 If your idea does not tick at least two of these “U”s, the market is likely to remain stagnant.
3. Understand the degree of
need
Not all needs are equal.
Some are latent or aspiring (I would like to…), others are critical and blatant (I absolutely must…).
Your goal: to evolve your product from a “nice to have” to a “must have” .
Example: the iPad was initially a gadget; it has become vital for pilots, doctors, and designers.
4. Look for the
3D : Disruptive, Discontinuous, Defensible
1. Disruptive
You are changing the rules of the game.
Example: Airbnb revolutionized travel without owning hotels.
2. Discontinu
You are allowing something that was impossible before.
Example: the cloud (AWS) has made massive storage and computing accessible to everyone.
3. Defensible
Your advantage is sustainable:
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Intellectual property (patent, unique algorithm)
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Network effect (the more users, the more useful it is)
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High switching cost for the customer
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Proprietary data
🧠 Example: Facebook is virtually unassailable, not because of its technology, but because everyone is on it .
5. Evaluate using the formula
Gain / Bread
A customer adopts your solution when the perceived benefit far outweighs the pain of the change .
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Benefits : time saved, money saved, increased performance.
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Pain : cost, risk, learning, migration effort.
👉 Rule of thumb: the gain must be at least 10 times greater than the pain to trigger adoption.
The easiest way to validate it: ask users why they wouldn't buy it .
Their objections reveal the real obstacles.
6. The ultimate test: before/after
Represent your impact as a clear before/after
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Before : pain, loss, ineffectiveness.
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Afterwards : relief, productivity, pleasure, simplicity.
Examples:
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Previously: “Menopausal women experience a decline in concentration and productivity.”
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Afterwards: “They regain comfort, energy and performance at work.”
7. The complete value proposition model
Final formula:
For whom,
who is dissatisfied with [what],
because of [what problem],
We offer [your solution] .
which provides [key benefits] ,
[disruptive, defensible or unique] way .
Conclusion
An idea is worthless without a clear, measurable value proposition centered on a real need .
Don't try to "be innovative": try to solve a human, economic or emotional pain .
The rest — technology, design, marketing — will follow naturally.