Fluent Essays

check attachment 1009. Required Reading: “The Value Proposition Design Ch. 2.2” Check attachment “The Bitcoin Lightning Network: Scalable Off-Chain Instant Payments” https://lightning.network/lightning-network-paper.pdf Decentralized Finance (DeFi) https://ethereum.org/en/defi/ Based on the reading listed above, design a value proposition based on Blockchain Technology as applied to the AECO(building) industry. Targeting a customer segment that may be interested in adopting this technology. Sketch out a Customer Profile. Make assumptions about jobs to be done, pains and gains. Refine the value proposition within the Value Map by sketching out how it will kill customer pains and create gains. Assess the Fit between the Customer Profile and the designed Value Proposition. 2.2 Starting Points 86 Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos, T., & Smith, A. (2014). Value proposition design : How to create products and services customers want. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from csupomona on 2021-10-10 05:22:51. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . STAR TING POIN TS Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos, T., & Smith, A. (2014). Value proposition design : How to create products and services customers want. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from csupomona on 2021-10-10 05:22:51. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . Where to Start Contrary to popular belief, great new value propositions don’t always have to start with the customer. They do, however, always have to end with addressing jobs, pains, or gains that customers care about. On this spread we offer 16 trigger areas to get started with new or improved value propositions. They start from either the customer, your existing value propositions, your business models, your environment, or business models and value propo- sitions from other industries and sectors. Could you… Zoom out Zoom in Imitate and “import” a pioneering model from another sector or industry? Create value based on a new technol- ogy trend or turn a new regulation to your advantage? Come up with a new value proposition that your competitors can’t copy? Come up with a new value proposition based on a new partnership? Build on your existing activities and resources, including patents, infra- structure, skills, user base? Dramatically alter your cost structure to lower your prices substantially? Imagine a new product or service? Create a new pain reliever for a given customer profile? Create a new gain creator for a given customer profile? Get “Innovation Starting Points” poster 88 S T R A T E G Y Z E R .C O M / V P D / D E S IG N / 2 .2 Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos, T., & Smith, A. (2014). Value proposition design : How to create products and services customers want. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from csupomona on 2021-10-10 05:22:51. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . https://strategyzer.com/vpd/design/2.2 Your Current Business Model(s) Your Business Model Environment Your Value Proposition(s) Adapt your value proposition to a new or underserved segment such as the rising middle class in emerging markets? Design a value proposition for a new macroeconomic trend such as rising healthcare costs in the Western hemisphere? Leverage your existing relationships and channels to offer customers a new value proposition? Give away your core product for free or increase your prices by a multiple? Uncover a new unsatisfied job? Solve your customers most extreme unresolved pain? Focus on your customers’ most essential unrealized gain? 89 S T R A T E G Y Z E R .C O M / V P D / D E S IG N / 2 .2 Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos, T., & Smith, A. (2014). Value proposition design : How to create products and services customers want. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from csupomona on 2021-10-10 05:22:51. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . https://strategyzer.com/vpd/design/2.2 Spark Ideas with Design Constraints Use design constraints to force people to think about innovative value propositions embedded in great business models. We outline five constraints of businesses whose value proposition and business model you can copy into your own arena. Don’t hesitate to come up with other ones. Servitization Constraint: Transform from selling a product- based value proposition to a service-based one that generates revenues from a subscription model. Hilti shifted from selling machine tools to build- ers to leasing fleet management services to managers at construction companies. Razor Blade Constraint: Create a value proposition composed of a base product and a consumable product that generates recurring revenues. Nespresso transformed the sales of espresso from a transactional business to one with recur- ring revenues based on consumable pods for its espresso machine. Trendsetter Constraint: Transform a technology (innovation) into a fashionable trend. Swatch conquered the world by turning a plastic watch that could be made cheaply due to a reduced number of pieces and innovative production technology into a global fashion trend. Service + Activity +Subscrip- tion Revenues +Service Recurring Revenues Trend- setting activities Brand Base Product + Consum- able Product Trend- setting Fashion conscious +Innovative product OBJECTIVE Force yourself to think outside of the box OUTCOME Ideas that differ from your “usual” value propositions and business models 90 S T R A T E G Y Z E R .C O M / V P D / D E S IG N / 2 .2 P R O C E S S Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos, T., & Smith, A. (2014). Value proposition design : How to create products and services customers want. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from csupomona on 2021-10-10 05:22:51. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . https://strategyzer.com/vpd/design/2.2 Low-Cost Constraint: Reduce the core value proposition to its basic features, target an unserved or under- served customer segment with a low price and sell everything else as an additional value proposition. Southwest became the largest low-cost airline by stripping down the value proposition to its bare minimum, travel from point A to point B, and offering low prices. They opened up flying to a new segment. Tips Assign different constraints to differ- ent working groups if you have the opportunity to do so. It allows you to explore alternatives in parallel. Use constraints that represent the challenges in your arena, such as free value propositions, decreasing margins, and so on. Low-cost VP Upsell VP New cost- Conscious Customer Cost Reduced cost structure Platform Constraint: Build a platform model that connects several actors with a specific value proposition for each. Airbnb made private homes around the world accessible to travelers by connecting them with people who seek to rent out their apartments short term. VP A VP B Platform Customer A Customer B +Platform Download Constraint Cards 91 S T R A T E G Y Z E R .C O M / V P D / D E S IG N / 2 .2 P R O C E S S Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos, T., & Smith, A. (2014). Value proposition design : How to create products and services customers want. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from csupomona on 2021-10-10 05:22:51. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . https://strategyzer.com/vpd/design/2.2 Use best-selling books and magazines to generate fresh ideas for new and innovative value propositions and busi- ness models. It’s a quick and eff ective way to immerse yourself in various relevant and popular topics and build on current trends. 1 Select books. Prepare a series of books and magazines repre- senting a trend, import- ant topic, or big idea on a large table. Ask workshop participants to pick up a book each. Bringing books into a workshop is like inviting the world’s best thinkers to brainstorm. This way you can aff ord a lot more of them at the same time. 2 Browse and extract. Participants browse their book and capture the best ideas on sticky notes. (45 min) Meet and exceed the basic needs of every human being on the planet Mass-collab. changes how value is created E-retailers grow in power How the digital generation ticks diff erently Rise of the “sharing economy” Climate change awareness aff ects consumer behavior Surge of the maker movement Invite Big Ideas to the Table with Books and Magazines OBJECTIVE Broaden horizon and generate fresh ideas OUTCOME Ideas that build on relevant topics and integrate latest trends 92 S T R A T E G Y Z E R .C O M / V P D / D E S IG N / 2 .2 P R O C E S S Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos, T., & Smith, A. (2014). Value proposition design : How to create products and services customers want. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from csupomona on 2021-10-10 05:22:51. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . https://strategyzer.com/vpd/design/2.2 4 Brainstorm possibilities. Each group generates three new value proposi- tion ideas based on their discussions. (30 min) 5 Pitch. Each group shares their alternative value prop- ositions with the other groups. Tips Select books about society, tech- nology, and environment that push participants outside of their comfort zone. Avoid complicated business theories or methods. Mix in YouTube videos of keynote talks by the authors. Use napkin sketches to share your value proposition ideas. 3 Share and discuss. Participants share their highlights in groups of four or fi ve people and capture their insights on a board. (20 min) Download “Big Idea Book List” 93 S T R A T E G Y Z E R .C O M / V P D / D E S IG N / 2 .2 P R O C E S S Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos, T., & Smith, A. (2014). Value proposition design : How to create products and services customers want. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from csupomona on 2021-10-10 05:22:51. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . https://strategyzer.com/vpd/design/2.2 Cost Structure Key Partnerships Key Resources Key Activities Value Propo sit Technology 1. Solution (invention, innovation, technology) 2. Value proposition prototype 3. Customer insights build measure learn FIND A PROBLEM jobs, pains, gains Push vs. Pull The push versus pull debate is a common one. Push indi- cates that you’re starting the design of your value proposi- tion from a technology or innovation you possess, whereas pull means you’re beginning with a manifest customer job, pain, or gain. These are two common starting points, many of which we outlined previously → p. 88. Consider both as viable options depending on your preferences and context. Technology Push Start from an invention, innovation, or (technological) resource for which you develop a value proposition that addresses a customer job, pain, and gain. In simple terms, this is a solution in search of a problem. Explore value proposition prototypes that are based on your invention, innovation, or technological resource with potentially interested customer segments. Design a dedicated value map for each segment until you fi nd problem-solution fi t. Read more about the build, measure, learn cycle on → p. 186. technological resources 94 S T R A T E G Y Z E R .C O M / V P D / D E S IG N / 2 .2 Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos, T., & Smith, A. (2014). Value proposition design : How to create products and services customers want. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from csupomona on 2021-10-10 05:22:51. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . https://strategyzer.com/vpd/design/2.2 po sitions Channels Customer Relationships Customer Segments Revenue Streams Market 1. Problem (jobs, pains, gains) 2. Value proposition prototype 3. Adjust technology (and resource) needs FIND A SOLUTION build measure learn Market Pull Start from a manifest customer job, pain, or gain for which you design a value proposition. In simple terms, this is a problem in search of a solution. Learn what technologies and other resources are required for each value proposition prototype designed to address manifest customer jobs, pains, and gains. Redesign your value map and adjust resources until you fi nd a viable solution to address customer jobs, pains, and gains. More about the build, measure, learn cycle on → p. 186. 95 S T R A T E G Y Z E R .C O M / V P D / D E S IG N / 2 .2 Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos, T., & Smith, A. (2014). Value proposition design : How to create products and services customers want. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from csupomona on 2021-10-10 05:22:51. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . https://strategyzer.com/vpd/design/2.2 The Business Model Canvas Push: Technology in Search of Jobs, Pains, and Gains This push exercise starts with the solution Key Partnerships Key Resources Key Activities Value Propositions Customer Segments Cost Structure compressed air energy storage 1 Design. Design a value proposition based on the technology outlined in the press excerpt from the Swiss Federal Institute of Technology in Lausanne (EPFL) by targeting a customer seg- ment that might be interested in adopting this technology. “Solar and aeolian sources are great candi- dates for the electricity generation of the future… However, solar and wind sources’ peak availability takes place at times that do not usually correspond to peak demand hours. Therefore, a way must be devised to store and later reuse the energy generated. EPFL has worked for over ten years on an orig- inal storage system: compressed air. The use of a hydraulic piston delivers the best system performance… The obtained high pressure air can be safely stored in bottles without losses until it is necessary to generate new electricity by expanding the gas in the cylinder. One of the advantages of our system is that it does not require rare materials. A spin-off has been created to develop this principle and create ‘turnkey’ electrical energy storage and retrieval units. In 2014, a 25 kW pilot will be installed at a photovoltaic park in Jura.… In the future, there will be 250 kW installations at first and 2,500 kW ones afterwards.” ? ? Revenue Streams Channels Customer Relationships 2 Ideate. Come up with an idea for a value proposition using the compressed air energy storage. 3 Segment. Select a customer segment that could be interested in this value proposition and would be ready to pay for it. OBJECTIVE Practice the technology-driven approach with no risk OUTCOME Improved skills 96 S T R A T E G Y Z E R .C O M / V P D / D E S IG N / 2 .2 E X E R C IS E Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos, T., & Smith, A. (2014). Value proposition design : How to create products and services customers want. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from csupomona on 2021-10-10 05:22:51. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . https://strategyzer.com/vpd/design/2.2 The Value Proposition Canvas Zoom in 4 Profile. Sketch out the customer’s profile. Make assumptions about jobs to be done, pains, and gains. 5 Sketch. Refine the value prop- osition by sketching out how it will kill customer pains and create gains. ? ? ? ? ? ? Continued on → p. 152 6 Assess. Assess the fit between the customer profile and the designed value proposition. Tips Add design constraints to technol- ogy push exercises. Your organi- zation might not want to address certain customer segments (e.g., B2B, business-to-consumer [B2C], specific regions, etc.). Or you might prefer certain strategic directions, for example, licensing rather than building solutions. Follow up on your customer assumptions by researching customers → p. 104 and produc- ing evidence → p. 172 once you’ve selected a potentially interested segment. 97 E X E R C IS E S T R A T E G Y Z E R .C O M / V P D / D E S IG N / 2 .2 Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos, T., & Smith, A. (2014). Value proposition design : How to create products and services customers want. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from csupomona on 2021-10-10 05:22:51. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . https://strategyzer.com/vpd/design/2.2 Pull: Identify High-Value Jobs Great value proposition creators master the art of focusing on the jobs, pains, and gains that matter. How will you know which of these jobs, pains, and gains to focus on? Identify high-value jobs by asking if they are important, tangible, unsatisfi ed, and lucrative. Important When the customer’s success or failure to get the job done leads to essential gains or extreme pains, respectively. Does failing the job lead to extreme pains? Does failing the job lead to missing out on essential gains? Tangible When the pains or gains related to a job can be felt or experienced immediately or often, not just days or weeks later. Can you feel the pain? Can you see the gain? High-value jobs are characterized by pains and gains that are… + + 98 S T R A T E G Y Z E R .C O M / V P D / D E S IG N / 2 .2 Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos, T., & Smith, A. (2014). Value proposition design : How to create products and services customers want. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from csupomona on 2021-10-10 05:22:51. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . https://strategyzer.com/vpd/design/2.2 Based on initial work by consultancy, Innosight. Unsatisfi ed When current value propositions don’t help relieve pains or create desired gains in a satisfying way or simply don’t exist. Are there unresolved pains? Are there unrealized gains? Lucrative When many people have the job with related pains and gains or a small number of customers are willing to pay a premium. Are there many with this job, pain, or gain? Are there few willing to pay a lot? High-value jobs Focus on the highest-value jobs and related pains and gains. + = 99 S T R A T E G Y Z E R .C O M / V P D / D E S IG N / 2 .2 Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos, T., & Smith, A. (2014). Value proposition design : How to create products and services customers want. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from csupomona on 2021-10-10 05:22:51. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . https://strategyzer.com/vpd/design/2.2 Customer Profile Synthesized customer profile of a CIOPull: Job Selection assure compliance manage staff satisfy users create value for corporation manage budget design IT strategy integrated platforms (mobile, cloud, etc.) happy users contribution to revenue growth security breach getting fired budget cuts infrastruc- ture downtime antiquated legacy systems budget overruns of +5 percent updating software compliance breach mobile gadgets of employees complex IT infrastruc- ture staying up to date with trends over flowing requests of IT projects unified purchasing projects on time and on budget seat at the top management table ability to provide busi- ness-critical information fully integrated systems ability to invest in new systems support innovation employees following IT policy manage security manage legacy systems This pull exercise starts with the customer. Imagine your customers are chief information officers (CIOs) and you have to understand which jobs matter most to them. Do this exercise to prioritize their jobs or apply it to one of your own customer profiles. Tips → → Copyright Business Model Foundry AG The makers of Business Model Generation and Strategyzer OBJECTIVE Identify high-value customer jobs that you could focus on OUTCOME Ranking of customer jobs from your perspective S T R A T E G Y Z E R .C O M / V P D / D E S IG N / 2 .2 E X E R C IS E Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos, T., & Smith, A. (2014). Value proposition design : How to create products and services customers want. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from csupomona on 2021-10-10 05:22:51. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . https://strategyzer.com/vpd/design/2.2 Jobs Important Tangible Unsatisfi ed Lucrative High-value jobs = 9 = 7 create value for corporation design IT strategy Scoring scale: (low) to (high) Does failing the job lead to extreme pains? Does failing the job lead to missing out on essential gains? Can you feel the pain? Can you see the gain? Are there unresolved pains? Are there unrealized gains? Are there many with this job, pain, or gain? Are there few willing to pay a lot? Focus on the highest value jobs and related pains and gains. Based on initial work by consultancy, Innosight. 101 E X E R C IS E S T R A T E G Y Z E R .C O M / V P D / D E S IG N / 2 .2 Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos, T., & Smith, A. (2014). Value proposition design : How to create products and services customers want. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from csupomona on 2021-10-10 05:22:51. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . https://strategyzer.com/vpd/design/2.2 Six Ways to Innovate from the Customer Profi le You’ve mapped your customer profi le. What to do from here? Here are six ways to trigger your next value proposition move. Can you… Address more jobs? Address a more complete set of jobs, including related and ancillary jobs. With the iPhone, Apple not only reinvented the mobile phone but enabled us to store and play music and browse the web on one device. Switch to a more important job? Help customers do a job that is diff erent from what most value propositions currently focus on. Hilti, the machine tool manufacturer, understood that construction managers needed to keep schedules to avoid penalties, not only drill holes. Their fl eet management solution addressed the former in addition to the latter. Look beyond functional jobs and create new value by fulfi lling important social and emotional jobs. Mini Cooper created a car that became as much a means of transport as a statement of identity. Go beyond functional jobs? Download trigger questions 102 S T R A T E G Y Z E R .C O M / V P D / D E S IG N / 2 .2 Osterwalder, A., Pigneur, Y., Bernarda, G., Smith, A., Papadakos, T., & Smith, A. (2014). Value proposition design : How to create products and services customers want. ProQuest Ebook Central <a onclick=window.open(http://ebookcentral.proquest.com,_blank) href=http://ebookcentral.proquest.com target=_blank style=cursor: pointer;>http://ebookcentral.proquest.com</a> Created from csupomona on 2021-10-10 05:22:51. C o p yr ig h t © 2 0 1 4 . Jo h n W ile y & S o n s, I n co rp o ra te d . A ll ri g h ts r e se rv e d . https://strategyzer.com/vpd/design/2.2 Help more people do a job that was otherwise too complex or too expensive. High-end web data storage and computing power used to be reserved to big companies with large IT budgets. Amazon.com made it avail- able to companies of any size and budget with Amazon Web Services. Get a job done incrementally better? Help customers better do a job by making a series of microimprovements to an existing value proposition. German engineering and electronics multi- national Bosch improved on a wide range of features of its circular saw that really mattered to customers and outperformed competition. Help a customer get a job done radically better? This …