We will continue discussing the USP Experience Framework by defining the components of the model more fully.  If you didn’t read the previous post, you may read it here to find out more on the framework. The key components are Teams, Impact Accelerators, Core Processes, and the value proposition itself.

Teams – This is the most self-explanatory component, which describes the human involvement with the value proposition.  The idea of having powerful teams behind a value proposition is old news however it is critical to understand how these teams and the interaction with the customer affects the experience.  This includes details such as how a receptionist greets someone or a store clerk asks you if you need help.  The teams must fully buy in to their position and designated responsibilities, especially if they interact directly with a client.  Getting the right people in the right places can completely shift the dynamic of the experience.

Impact Accelerators – This is a unique concept that simply describes anything requiring no regular, continuous human input that accelerates and enhances the impact of the experience.  Branding and design of the value proposition, websites and landing pages, even down to the smell, look, and feel of the store or office are included here.  These obviously take human labor to design and setup and even some level of maintenance but should not require regular attendance by a person.

Core Processes – These are essentially the systems and processes used to influence the experience and the other components.  The process a client goes through for a service or the system of production and delivery for a product are core processes.  Systemization of experience will ensure consistency while improving efficiency.  Without these, the experience will deteriorate and ultimately fail either due to confusion over consistency or out-of-control costs.

Value proposition – This is the centerpiece of the model and the area where most focus in product development.  It is the obvious component to the unique selling proposition. This is the answer or solution to the customer dilemma, your core product or service.  As a piece of the model, in this context it is viewed with the experience stripped away, in its simplest form.  Although ultimately you are selling the USP as a whole, experience included, in order to understand and define the USP, the value proposition must be stripped to down to the essential aspects that will affect the experience.  It is the end-result quality of the service or product.  In food, it comes down to the actual taste, simply the food itself.  After you’ve stripped away the presentation, the ambiance, the waiter and restaurant staff, what is left is the simplified value proposition, that which satisfies hunger.  In financial services, this would be the financial product or instrument, minus any brochures, smiling sales staff, or cordial planner in a fancy office with free coffee.

Next, we will explore the relationships among the components and how they influence the experience and, ultimately, the USP as a whole.  Let me know any questions you may have regarding the components! Also, begin defining these components for your business as they currently exist.  What is your offer? Processes? How are teams structured around your offer? What else may influence the experience such as your office, billboards, brochures, websites, phone systems, etc.

Designing your unique selling proposition(USP) can amount to be one of the most challenging tasks a business may undertake.  On the surface, it can seem simple and is typically the starting point of any business development, however, the fact remains that shortfalls in the USP design are a leading cause of ultimate business failure.  Typical approaches focus on the product values directly or the ability to provide the intended solution but often do not take into account the factors defining the experience surrounding the value proposition.  With a central focus on the long-term experience of USPs and the solutions they offer, many opportunities are revealed and proper strategy unveiled.  The realities of the marketplace response are revealed when this focus is understood.  People buy on much more than raw utility or even marketing hype.  The proper combination of these among other factors helps develop the USP more fully.  In many companies, the concepts around experience development are disconnected at best, and completely misunderstood or unknown at worst.  The USP Experience Framework has been developed to help us understand the relationship between the factors defining the experience.  By utilizing the framework in strategic analysis and development, in complement with other tools, the USP can be more fully defined and without too much “hit-and-miss” testing.

The USP Experience Framework

The framework is designed to focus on the value proposition(VP) and the experience that accompanies it.  The experience is intentionally designated within the empty, unenclosed space of the model. Ultimately, it is out of our control as a specific criteria, tool, tactic, or otherwise and is composed of the derivatives of the other components.  Depending on the VP, these other components will contribute in different ways to the experience, including the VP itself.  If the actual value proposition is shoddy, the long-term result of the experience will reflect that fact, although it may maintain during the early, short-term stages.

The initial step in understanding and utilizing the framework is to define the addressed problem, the VP, and the desired experience.  The experience must be understood from the eyes of the end-user or buyer.  For that reason, it is important to know to whom the experience appeals OR to whom we want the experience to appeal.  This may reveal the starting place.  You may start with an understanding of the experience and design the outward marketing for those this most appeals or you may start with a desired customer and begin to define the experience around the understanding of the ideal customer.  Ultimately, the VP, experience, and customer must all be clearly understood.  That knowledge allows for the other components to be designed to be congruent with the strategy.

We will explore this framework more fully in future posts, including what “Impact Accelerators” are exactly. This is part 1 in a multi-part series.  Let me know what you think of the concept!

Introducing the inaugural show for Entrepreneur Pulse Radio!!

Save this link to download

The Show Outline:

- Alternative Web Presence.  Having an expensive website may not even be necessary anymore!  Having a web presence, however, is…

- Gadget discussed: The Canon 7D camera! Get one if you are into photography AND want to do video work for your business or hobby with its excellent 1080p capabilities.

This video from bNet describes some key advantages of moving with a freemium model.  Keep this in mind when developing your business model as this has completely made some businesses and allowed access to markets otherwise impossible to enter.

It is also important to understand the “seedy underbelly” of freemium. With the open, free model, you will also see an increase in abuse of your service. Check out this video on abuse of freemium:

One organization that embodies innovation and open thinking as a private organization is a company called Innocentive. So far, I am very impressed with their goals and purpose as a company and the business model they are employing. The following is from their website “about us” page:

Founded in 2001, InnoCentive built the first global web community for open innovation, enabling scientists, engineers, professionals and entrepreneurs to collaborate to deliver breakthrough solutions for innovative R&D-driven organizations. InnoCentive Seekers, who collectively spend billions of dollars on R&D, submit Challenges to the InnoCentive Marketplace where more than 200,000 engineers, scientists, inventors, business people, and research organizations in more than 200 countries are invited to solve them. Solvers who deliver the most innovative solutions receive financial awards ranging up to US$1,000,000. InnoCentive’s Seekers include commercial, government and non-profit organizations such as Procter & Gamble, Avery Dennison, Pendulum, SAP, Eli Lilly and Company, Janssen, Solvay, GlobalGiving and The Rockefeller Foundation.

The concept is based on a community that harbors the connection of “Seekers” and “Solvers” or crowd-sourcing.  The organizations that participate as seekers are essentially inviting outside participation into the R&D process which exponentially expands the reach and capability of their R&D efforts by engaging minds from around the world and rewarding them accordingly.  This is a cooperative effort to solve the worlds problems, find solutions to needs, and develop improvements to civilization and society.  All as a for-profit, free enterprise! The profit motive and market forces will guide the organization to create many of the most important and practical innovations and I look forward to following and participating.  Check them out here!