Module 2 of 10
Design Your Business
Shape what you're building so it deserves to exist.
2.1Value Proposition Canvasupdated Sep 18, 2026
Act as a product-market fit consultant. My product / service : [DESCRIBE WHAT YOU OFFER] Target customer : [SPECIFIC ROLE, INDUSTRY, COMPANY SIZE] CUSTOMER PROFILE: Jobs : What are they trying to accomplish — functional, social, and emotional jobs? Pains : What frustrates them, costs them, or risks them? Gains : What outcomes and benefits do they want? VALUE MAP: Pain Relievers : How does my product address each pain? Gain Creators : How does it deliver the gains they want? Fit Score : Where is the match strong? Where are the gaps? Identify the top 3 pains I am NOT addressing. Tell me what to build or change first. FIT Value proposition alignment Customer Profile Value Map Understanding customer How products deliver value needs PRO TIP Ask AI to fill in the Customer Profile as if it were your most sceptical potential customer not your ideal one. The gap between the ideal profile and the sceptical one is exactly where your messaging and product need to improve.
2.2Business Model Canvasupdated Sep 18, 2026
Act as a business model strategist using Osterwalder's Business Model Canvas. My business: [DESCRIBE WHAT YOUR COMPANY DOES] Stage: [PRE-REVENUE / EARLY REVENUE / SCALING] Map all nine blocks for my business: 1. Customer Segments 6. Key Resources 2. Value Propositions 7. Key Activities 3. Channels 8. Key Partnerships 4. Customer Relations 9. Cost Structure 5. Revenue Streams After mapping: identify the 2 weakest blocks and explain what I need to validate or strengthen in each.
2.3Lean Canvasupdated Sep 18, 2026
Act as a lean startup advisor using Ash Maurya's Lean Canvas. My startup idea : [DESCRIBE IN 2–3 SENTENCES] Target customer : [WHO IS THE EARLY ADOPTER SPECIFICALLY] Complete all nine blocks: 1. Problem (top 3 problems being solved) 2. Customer Segment (early adopters specifically) 3. Unique Value Prop (clear, compelling, different) 4. Solution (top 3 features or capabilities) 5. Channels (how you reach customers) 6. Revenue Streams (how you charge) 7. Cost Structure (key costs) 8. Key Metrics (the number that shows traction) 9. Unfair Advantage (what can't be easily copied) Then: flag the 2 highest-risk assumptions to validate first.
2.4Blue Ocean Strategyupdated Sep 18, 2026
Act as a Blue Ocean Strategy consultant. My industry : [NAME THE INDUSTRY AND KEY PLAYERS] My current product / service : [BRIEF DESCRIPTION] Step 1 — Map the current competitive factors in my industry. Step 2 — Apply the ERRC Grid: ELIMINATE : What factors can I remove entirely? REDUCE : What can I offer below industry standard? RAISE : What should I offer above industry standard? CREATE : What new value can I introduce that doesn't exist anywhere in the industry? Step 3 — Describe the Blue Ocean this creates and who the new target customer would be. How to achieve market differentiation? Red Ocean Blue Ocean Intense competition and price wars Uncontested market space PRO TIP The best Blue Oceans are often found by looking at the non-customers of your industry, people who don't buy from anyone. Ask AI: 'Who refuses to use any solution in this market and why?' Their reasons are your roadmap.
2.5Jobs To Be Doneupdated Sep 18, 2026
Act as a Jobs To Be Done research analyst. My product : [DESCRIBE WHAT YOUR PRODUCT DOES] Customer type : [SPECIFIC ROLE AND CONTEXT] For this customer, identify: FUNCTIONAL JOB : What practical task are they hiring my product to do? SOCIAL JOB : How do they want to be seen by others when using this product? EMOTIONAL JOB : How do they want to feel when the job is done? COMPETING JOBS : What else do they currently hire to do this job, including non- obvious alternatives? Where is my product strongest and weakest across layers? JOBS TO BE DONE — THE THREE LAYERS OF WHY Emotional Job How they want to feel Social Job How they want to be seen Functional Job What they need done PRO TIP The competing jobs answer is the most valuable. When a customer churns, they don't leave for nothing they hire something else to do the job. Ask AI to map the most likely 'competitor hires' for your product. The answer will surprise you.
2.6MVP Designupdated Sep 18, 2026
Act as a lean startup product advisor. My business idea : [DESCRIBE IN 2–3 SENTENCES] Core assumption : [THE ONE THING THAT MUST BE TRUE FOR THIS BUSINESS TO WORK] Step 1 : What is the smallest product or experiment that tests this specific assumption? Step 2 : What does success look like? Define the metric or signal that confirms the assumption. Step 3 : What does failure look like? What result would tell me to pivot or stop? Step 4 : What is the fastest way to build or simulate this MVP, even without writing code? Be specific. Avoid suggesting a full product build. Product Evolution MVP V2 V3 Full Product Smallest viable Iterativ Further Complete and version improvemente refinement feature-rich PRO TIP The most common MVP mistake is testing too many assumptions at once. One MVP, one assumption. If it passes, move to the next assumption. Running MVP tests in sequence is faster than building a complete product that tests them all at once and fails without telling you which assumption was wrong.
2.7Pricing Strategy - Value Ladderupdated Sep 18, 2026
Act as a pricing strategist specialising in value-based pricing. My business : [DESCRIBE YOUR PRODUCT OR SERVICE] Target customer : [WHO THEY ARE AND WHAT THEY WANT] Current pricing : [WHAT YOU CHARGE NOW, IF ANYTHING] Design a 4-tier Value Ladder for my business: TIER 1 — FREE / LOW COST: What delivers enough value to build trust? TIER 2 — ENTRY OFFER: First paid step — low friction, clear quick win TIER 3 — CORE OFFER: Main product — full transformation delivered TIER 4 — PREMIUM / HIGH TICKET: Maximum outcome — for customers who want more For each tier : define the offer, price range, and the one outcome that makes the customer want the next tier.
2.8Unfair Advantage, Moat Builderupdated Sep 18, 2026
Act as a competitive strategy advisor focused on economic moats. My business : [DESCRIBE WHAT YOU DO AND WHO YOU SERVE] Stage : [REVENUE STAGE - PRE / EARLY / SCALING] Assess my moat across all five types: NETWORK EFFECTS : Does value increase with more users? COST ADVANTAGE : Can I produce cheaper than competitors? SWITCHING COSTS : How painful is it for customers to leave? INTANGIBLE ASSETS : Do I have brand, IP, or licence advantages? EFFICIENT SCALE : Am I in a market too small for competition? Rate each 1–5. Identify my strongest moat and the fastest moat I could build from my current position. Give 2 specific actions to widen my strongest moat. Network Effects Value increases with user base growth. Cost Advantage Lower production costs enhance competitiveness. Switching Costs Competitive High costs deter customers from switching. Protection Intangible Assets Brand reputation and patents provide protection. Efficient Scale Economies of scale reduce per-unit costs. PRO TIP Network effects are the most powerful moat but the hardest to build. If your product has any element where more users create more value even indirectly, design your product and go-to-market specifically to accelerate that loop. Most founders have a network effect they don't know they have.
2.9Ansoff Matrixupdated Sep 18, 2026
Act as a growth strategy advisor using the Ansoff Matrix. My current business : [DESCRIBE PRODUCT AND MARKET] Current stage : [REVENUE, TEAM SIZE, KEY MARKETS] Growth objective : [WHAT YOU WANT TO ACHIEVE IN 12–24 MONTHS] Analyse all four Ansoff quadrants for my situation: MARKET PENETRATION : How much more can I extract from existing product + existing market? MARKET DEVELOPMENT : Which new markets could my current product serve with minimum change? PRODUCT DEVELOPMENT : What new products could I offer to my existing customers? DIVERSIFICATION : Where is new product + new market justified by strategic opportunity? Recommend the highest-leverage quadrant for my stage. Which growth strategy should we pursue? Market Penetration Diversification Lowest risk, focuses on Highest risk, enters new existing customers and markets with new products. markets. Market Development Product Development Medium risk, expands to new Medium risk, introduces new markets with existing products. products to existing markets. PRO TIP Before looking at new markets or new products, ask AI to run a full Market Penetration analysis on your existing business. Most companies at under 20% market share have significant penetration opportunity they haven't fully activated. Penetration is always cheaper than acquisition of new markets.
2.10Kano Modelupdated Sep 18, 2026
Act as a product strategy advisor using the Kano Model. My product : [DESCRIBE WHAT IT DOES] Target customer : [WHO USES IT AND IN WHAT CONTEXT] I will list my features. Classify each as: BASIC NEED : Expected — absence causes frustration PERFORMANCE NEED : More = better, directly drives satisfaction EXCITEMENT NEED : Unexpected delight — creates love for product Features to classify : [LIST YOUR FEATURES ONE PER LINE] After classifying : which Excitement feature should I build next to create maximum delight? Which Basic Need am I most at risk of failing on? Kano Model of Customer Satisfaction Basic Needs Essential features that prevent dissatisfaction Performance Needs Features that improve product functionality Excitement Needs Unexpected features that delight customers Customer Satisfaction The ultimate goal of product development PRO TIP The most dangerous Kano insight is the feature that was Excitement two years ago and is now Basic Need. Your competitors have copied it. Your customers expect it. If it's not flawless now, it's actively hurting you. Run this audit every six months.