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.