Startup Secrets Sandbox
Customer Value Proposition
Synopsis: Customer Value Proposition
Introduction
The top reason startups fail is surprisingly simple: The value proposition isn’t compelling enough to prompt a customer to buy. Maybe they have too many other competing priorities. Or the existing solutions, while imperfect, are “good enough.” Whatever the reason, the product doesn’t provide enough value to spark customer action and sustain a business.
In this section, we’ll show you how to not only overcome this but do so efficiently and effectively to meet real needs and solve valuable customer problems in such a compelling way they can’t wait to buy from you!
Mastering your value proposition — an outline of the benefit you provide to whom, and how you do it uniquely well — can make or break your startup.
Where this fits
Establishing a substantive value proposition is the first step in your journey from “idea” to building a successful company that one day can become repeatable, scalable, valuable, predictable, profitable and defensible. (See ). And at the end of this article we’ll show you how to being beyond just customers, to help you fundraise, hire and more.
Let’s get started!
In its simplest terms, a value proposition explains what benefit you provide for who and how you do it uniquely well. It describes your target customer, the problem you solve for them, and why you’re distinctly better than the alternatives.
There are 3 key steps involved:
Once you’ve done this you’ll be well prepared to build a product your customers will be compelled to buy!
A word of obvious caution. This is not usually a linear process, it is iterative. It typically involves iterating around your problem solution pairing to refine your understanding of what the customer really wants and what you can actually deliver as a solution.
1. Define the Customer’s Problem
A significant part of defining a value proposition involves finding a problem worth solving. If it’s. not a valuable enough problem it won’t yield enough value for either your customer or you.
Time and time again, the data shows that the top reason for startup failure remains the inability to meet a real customer need, which leads to financial collapse and ultimately, company shutdown.
You can avoid this by working backwards! That is to say, assume you’ll fail unless you identify a valuable enough problem that the customer is willing to pay to solve. And thereafter never assume anything, validate it with your customers.
The inventor Charles Kettering is famous for saying, “A problem well stated is a problem half solved.”
Can you clearly state the problem you’re solving? Don’t make the mistake of diving head-first into a solution before you really understand the problem you’re trying to tackle.
And here’s the Startup Secret
Define the problem from your customer’s vantage point, not yours.
Once you understand how the customer sees their problem you will be able to not just understand them better, but confirm their problem impacts them and their overall business.
How do you do that?
There are some obvious first steps, and the details matter here:
needs that are Unworkable, Unavoidable, Urgent, and Underserved. This will later help you define your .Each of the above steps has corresponding things you can do to improve your chances of success in defining the problem. Ideally you’ll get to the point where you can also describe it to anyone else so clearly that they can touch, feel and see it in all the dimensions it exists. The clearer it is, the more likely you are to be able to recruit people to work with you to solve it. But before you do that, determine if it’s worth solving.
To get really good at problem definition is an ongoing skill that you’ll always need as things change in the market and for solving your own problems as you grow.
Accordingly here are 3 resources for you to develop your problem solving muscles.
Determine if it’s Worth Solving
Use the 4Us to qualify your problem. Is it Unworkable, Unavoidable, Urgent, and Underserved? If you find your potential customers answering a definitive yes to the majority of these questions, then you’re on the right track. If not, consider circling back with customers to find what problems are more 4U and or whether it’s worth re-evaluating and revising your proposed new venture.
The earlier you refine your Customer’s Problem Definition, the more focused you get on solving the right problem the less risky and more capital and resource efficient your new venture will be.
Urgent
Unavoidable
Underserved
Unworkable
Unworkable problems are often characterized by:
Unworkable problem example: Authentication Systems in Consumer Apps
Legacy password-based authentication creates security risks and friction, but alternatives (SSO, magic links) often worsen user experience or create dependency on third parties.
Adding MFA or password managers treats symptoms (weak passwords) but doesn’t address the root conflict: balancing security with seamless UX
Structural fixes and technology innovations required: Decentralized authentication architectures (e.g., bioinformatic passkeys with cross-platform syncing) that eliminate passwords entirely while maintaining user control over identity data.
Thinking ahead, all this could also become unworkable if a breakthrough in quantum computing renders current cryptography obsolete.
Reconciling the 4Us
If the answer is yes to all of the 4U questions, then you know the market is primed for the solution. But not all problems will be so clear cut. Clearly some of the most interesting problems will have multiple of the 4Us in combinations that make them stand out.
The 4Us like most frameworks are imperfect and only applicable as you see fit. They are designed to help you think about the customer’s problem space.
For example, In B2B, is your customer’s problem a broken business process where there are real, measurable consequences to inaction?
Which of the 4Us are present in this example?
Which of these problems needs to be addressed immediately versus over time?
Which could have significant consequences?
Could someone even get fired if the issue is not resolved?
Conclusion.
Ideally find a 4U need that is underserved, where there is some whitespace in a market or segment.
Qualify the Problem: Is it ?
Is it BLAC (Blatant, Latent, Aspirational, Critical) and does it address a WHITE space in the market, allowing you to capitalize on an open area of opportunity?
In B2B technology markets, you want to address problems that are Blatant and Critical, as they are far more acute than those that are Latent and Aspirational. Blatant and Critical problems stand in the way of business. They put careers and reputations at risk. Latent problems are unacknowledged, which means they often require costly missionary selling. Aspirational problems are optional, which is the hardest of places for a B2B startup to sell.
It should be noted that many successful B2C products are based on exposing latent aspirational needs. Facebook is a great example. Think about You can see how many of these needs might have driven social networks like Facebook to success.
For more and examples, read more about how the is ironically not just a black and white answer, but something to track as the market and technology or possible solutions evolve, as well as your own ability to execute progresses. See also and .
2. Propose And Evaluate The Solution
Propose a Unique and Compelling Solution
After you determined the problem you’re solving and validated its criticality, ask yourself: What is unique and compelling about your breakthrough?
A useful approach is to think of your breakthrough in the context of the
s: What unique combination of discontinuous innovation, defensible technology, and disruptive business model are you bringing to bear and what makes it truly compelling—not just to you and your colleagues, but to your most skeptical customer?Simply having a product or service that is faster, cheaper, and better is not enough to make it compelling, but evaluate it in 3D and you can really open up the potential for a breakout.
Evaluate Your Potential Solution Using the Ratio
Before you even build anything, you can asses potential customer adoption using the Ratio. Most entrepreneurs are so focused on the features they deliver, they forget to examine how hard it will be for customers to do everything from find to adopt and use their product. So the Gain/Pain ratio involves measuring the gain you deliver the customer vs. the pain and cost for the customer to buy and apply the product to get that gain.
If you can’t deliver a 10x gain of adoption/pain of adoption, customers will typically give in to inertia and will “do nothing” rather than bear the risk of switching from an existing solution or risk trying something new as well as relying on you as a startup.
Just remember, the gain startups deliver will always be discounted by the risk associated with betting on you as a young company with a new product.
Startup Secret: It often just as important to make your product NON disruptive to adopt as it is to make it innovative in the three dimensions of Disruption, Discontinuity and Defensibility.
Too much novelty can actually hold you back if for example it means unlearning and retraining people to use it.
Whereas the easier you make it to try, buy, use and maintain your product or solution, the more risk you take out for the buyer and the more likely they are to try it to get the gains you offer.
A successful venture delivers an order of magnitude improvement over the status quo. But if you can’t deliver that upfront, don’t give up, work on ways to improve not just your product, but also how you deliver it in such a friction free manner, through a relationship with your customer that overcomes the risk, and improves the gains and reduces the pains. True entrepreneurs always find a way. If the venture and their vision and purpose behind it matters enough to them, they never give up.
Think of Elon Musk who was on the verge of bankruptcy at SpaceX after his first 3 rockets exploded. The third was the most embarrassing as he was so sure it would be successful it was carrying a valuable payload. That too blew up. Did he give up?
Of course not, in fact he risked everything he had and then even raised friends and family money to get the 4th rocket built and launched in just 5 weeks.
The result? A successful launch that built enough credibility to earn SpaceX a 1.6 billion dollar contract from NASA.
Look for non-disruptive innovations: technologies that offer game-changing benefits with minimal modifications to existing processes or environments.
A great example is VMWare who developed virtualization technology that took server utilization from the teens of percentages in typical use to 80+% in many applications, WITHOUT requiring rewriting of applications.
That then gave rise to the now hugely disruptive cloud computing cycle that has created trillions of dollars of value, including with highly disruptive business models like SaaS and now even more breakthroughs services such as Generative AI.
3. around
Once you have gone through steps 1 and 2, defining the customer’s problem and then proposing and evaluate the solution, you are ready to write your value proposition.
Don’t forget This is not usually a linear process, it is iterative. It typically involves iterating around your problem solution pairing to refine your understanding of what the customer really wants and what you can actually deliver as a solution.
It also may involve other underlying iterations like who your initial target customers will be ( ) and what initial product you can afford to build and deliver to them (MVP - Minimum Viable Product) while working toward Product Market Fit. But don’t worry, so long as you’ve asked yourself “ “ your persistence will pay off and you are taking the most important first step right here, right now!
Here is the typical outline of a Customer Value Proposition.
However, when you use the Startup Secrets frameworks it gets much easier to fill out and much more compelling as follows:
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