Identifying Core Strengths & Unique Value Proposition (Morning Session)
Purpose: Pinpoint what the startup does best – the core strengths and capabilities that differentiate it – and use these to craft a unique value proposition (UVP). This forms the foundation for all other decisions, since a business should build on what it uniquely excels at.
Activities/Exercises:
- Team Strengths Brainstorm: Begin with a quick SWOT analysis focusing on Strengths. List internal strengths such as specialized skills, expertise, notable successes, or unique assets. Ask questions like “What do we deliver better than anyone else?” and “What positive feedback do we consistently hear from clients?” Capture 5–10 key strengths on a whiteboard.
- Unique Value Discussion: For each strength, discuss why it matters to clients. Identify the benefits or solutions each strength enables. (For example, if one strength is rapid project turnaround, the benefit might be client saves time.) This links internal strengths to customer needs.
- Competitive Differentiators: Compare with competitors – which strengths are rare in the market or hard to replicate? Highlight these as potential unique selling points. Determining what sets your business apart from competitors will form the foundation of your UVPblog.9cv9.com.
- Draft UVP Statement: Have the team draft a concise Unique Value Proposition statement. A simple formula is: “We help [ideal customer] achieve [benefit] by [how you do it uniquely].” Encourage clarity and specificity (avoid buzzwords). For instance, “We provide data-driven marketing strategies for local restaurants, using our proprietary analytics to boost sales by 20% in 3 months,” clearly states who, what, and the unique how.
- Share & Refine: Each participant or small group can draft a UVP, then share with the team for feedback. Look for a statement that is clear, relevant, and differentiating. Refine it until the group is confident it captures the startup’s core promise of value.
Output: A list of the startup’s top core strengths and a first-draft UVP that leverages those strengths. This UVP articulates the startup’s unique value to customers in one or two sentences.
Defining the Ideal Customer (Late Morning Session)
Purpose: Clearly define the target customer who benefits most from the startup’s services – the client profile that aligns with the startup’s strengths and provides the greatest value in return. Narrowing the focus to an ideal customer profile (ICP) will concentrate marketing and delivery efforts where they matter most, instead of diluting energy on too broad an audience.
Activities/Exercises:
- Profile of Best Clients: If the startup has existing or past clients, identify which ones were the most successful engagements – consider factors like revenue, long-term value, ease of working relationship, and results achieved. The ideal customer typically brings high value over time and is relatively low friction to serve. (If pre-launch with no clients, skip to next step.)
- Common Traits Brainstorm: List attributes those “best clients” share. These could include industry, size, budget, location, the key problem they needed solved, etc. For example, perhaps the most successful clients have been mid-sized tech companies lacking in-house strategy expertise, or local retailers needing digital transformation. Identify 5–6 characteristics that define your most valuable audience.
- Empathy Mapping / Persona: Create a simple customer persona for the ideal client. Give them a name/title (e.g. “Marketing Mary, CMO of a mid-size retail company”). Outline their needs, pain points, goals, and decision criteria. Questions to answer: “What problem keeps this customer up at night that we can solve?” “What outcome is this customer seeking?” “What budget or resources do they have?” This exercise builds empathy and clarity about who you’re targeting.
- Negative Filtering: Briefly discuss who is not an ideal customer. This helps refine boundaries. (e.g. “We will NOT target clients who are outside of X industry or who only need one-off advice without implementation,” if those don’t play to your strengths.)
- Ideal Customer Profile Statement: Summarize the target in one paragraph: “Our ideal customer is [description: e.g. a local service-based business between $1M–$5M revenue] who [needs X] and [values Y]. They appreciate [your strength] and are willing to invest in [your service] for [benefit].” Ensure this description aligns with the earlier UVP – the value you offer should match what this customer is looking for. The goal is focus: rather than chasing a broad market, you’re zeroing in on the “golden geese” customers who will help the company grow fastest.
Output: A written Ideal Customer Profile, possibly with a sample persona, detailing the characteristics of the customers the startup should target above all others. The team should now have a mental picture of who they’re trying to attract and serve.
Clarifying the Business Model (Early Afternoon Session)
Using a Business Model Canvas (above) can help map out how the startup creates, delivers, and captures value on one page. A robust business model addresses who the customer is, what value is offered, how that value is delivered, and how the business earns revenue.
Purpose: Decide on a profitable, sustainable business model that fits the startup’s strengths and target customers. In this session, the team will outline how the business makes money – what services or products are offered, pricing, delivery method, and key resources/costs required. The aim is to choose a model that is realistic (can be delivered with the startup’s resources), profitable (revenue exceeds costs sustainably), and aligned with the defined UVP and ideal customer.
Activities/Frameworks:
- Business Model Canvas Exercise: Use the Business Model Canvas (or a Lean Canvas variant) to quickly map out the nine core elements of the startup’s model:
- Customer Segments: Confirm the ideal customer segment being targeted (from the prior session).
- Value Proposition: Write the refined UVP in the canvas – the specific value offered to the customer segment.
- Channels: Identify through what channels you will reach and serve customers (e.g. direct sales, online marketing, partnerships).
- Customer Relationships: Discuss the intended relationship model (e.g. one-on-one consulting, self-service resources, ongoing account management, etc.).
- Revenue Streams: Decide how the business will earn money. Will it charge project fees, hourly consulting rates, monthly retainers, subscription packages, or another structure? Choose the primary revenue model that makes sense for your service and customer (for example, a monthly retainer for ongoing consulting versus one-time project fees).
- Key Activities: List the most important things the business must do to deliver the value (e.g. research, strategy workshops, client training, etc.).
- Key Resources: List key assets (people, skills, tools, IP) needed to deliver the service.
- Key Partners: (If applicable) note any partnerships or external resources that are critical (e.g. maybe a freelance network or a software tool partnership).
- Cost Structure: Outline the major costs associated with the model (e.g. salaries, travel, software subscriptions, marketing).
- Discussion – Model Choices: As you fill out the canvas, discuss alternatives and ensure everything aligns. For example, if two revenue stream ideas emerge (say, selling online courses vs. traditional consulting fees), weigh them against the ideal customer’s preferences and the startup’s strengths. The canvas helps visualize if the pieces fit together. It asks the fundamental questions: “Who are our customers? What value do we offer them? How do we deliver that value, and how do we get paid for it?” – answering these establishes the basis of your strategy.
- Choose the Core Model: Decide on the primary business model to pursue (at least for the next 6–12 months). For a consulting startup, this might be, for example, “high-touch consulting projects for X industry, priced on a monthly retainer,” or “one-day strategy intensives (fixed price) plus follow-up coaching,” etc. Ensure everyone agrees this model is both desirable (fits vision and customer) and feasible (you can execute it with available resources and make a profit).
- Identify Key Metrics: (Optional, if time allows) Note one or two key metrics that will indicate if the model is working (e.g. monthly recurring revenue, number of active clients, profit margin per project). This will tie into the action plan later.
Output: A draft Business Model Canvas or equivalent, and a clear description of the chosen business model (what you sell, to whom, and how). The team should be aligned on how the business will operate and make money, providing a blueprint for moving forward.
Creating a Vision Statement (Mid Afternoon Session)
Purpose: Craft a clear and inspiring Vision Statement that articulates the startup’s long-term aspiration. This statement will serve as a “North Star” for decision-making, helping the team ensure all efforts are driving toward the same ultimate goal. As business author Ari Weinzweig said, “A vision is not a strategic plan. The vision articulates where we are going; the plan tells us how we’re actually going to get there.”
In this session, the team will agree on where they want the company to go in the foreseeable future (e.g. 5–10 years out), in a way that motivates and focuses the organization.
Activities/Exercises:
- Vision Brainstorm (Imagine the Future): Have participants close their eyes and envision the startup 10 years from now achieving incredible success. Prompt them with questions in a guided visualization (as an example, “It’s ten years from today and your company is being awarded for making a major impact in your industry – what is the award for? What accomplishments are being recognized?”). Allow a few minutes for each person to quietly imagine what the company looks like at its peak – consider impact on customers, reputation, size, geography, etc.
- Individual Reflections: Give everyone 5 minutes to jot down key elements of that vision they imagined: e.g. “We are the go-to consulting firm for Colorado’s outdoor industry,” or “We’ve expanded globally with a network of consultants,” or “We’ve helped 500 small businesses thrive,” etc.
- Share and Synthesize: Each person shares one or two compelling elements from their vision. Capture these on a flip chart. Discuss common themes or particularly inspiring ideas. Look especially for alignment with the core focus identified earlier (strengths, ideal customers, business model). The vision should build on those, painting a picture of future success that’s credible yet inspiring.
- Drafting the Vision Statement: As a group, craft a concise vision statement (one or two sentences). Tips: Use present tense or active language (as if it’s already true), make it aspirational but realistic, and avoid generic buzzwords. For example, a strong vision might be: “To empower 1,000 local businesses to grow sustainably through world-class strategic consulting, becoming the most trusted advisor in our region.” This states what you ultimately want to achieve and for whom.
- If stuck, consider a formula like: “In [5 or 10] years, [Company Name] will be [what?]/will have [accomplished what?], by [doing how or what unique].” (Though final wording should be smooth and memorable, not formulaic.)
- Check for Inspiration: Once a draft is written, check: Does this vision motivate the team? Does it provide a clear picture of the future we’re working toward? Each team member should feel excited by it and see how their role contributes to it. If not, tweak the wording.
- Finalize: Agree on the final wording (for now – it can be refined later if needed). Also note the difference between this vision and a mission or strategy: the vision is where you’re going (the destination). It will guide the strategy (the route to get there) in the coming months and years.
Output: A polished Vision Statement that captures the startup’s long-term aspiration. This statement will be used going forward to guide decisions – if opportunities or ideas don’t align with this vision, they likely don’t fit (a concept we cement in the next session).
Establishing Boundaries – What to Avoid at All Costs (Late Afternoon Session)
Purpose: Define the boundaries of the business’s focus by explicitly identifying what opportunities, customer types, or activities the startup will decline or avoid in order to prevent mission creep. Startups often face “shiny object syndrome” – the temptation to chase new ideas or requests that fall outside their core mission. This session creates a framework for recognizing and saying “no” to distractions that dilute the company’s focus. As one entrepreneur put it, choosing what not to do can be even more important than choosing what to do.
Activities/Exercises:
- Recall Past Distractions: Start with a quick discussion: “What are some examples of distractions or side-ventures we’ve pursued (or been tempted by) in the past?” These could be taking on a client that was a poor fit, attempting to offer a service outside your expertise, or targeting a market that didn’t align with your vision. List a few examples on a board. This helps illustrate what mission creep can look like for your specific business.
- Red Lines and Criteria: Based on earlier sessions, ask the team to articulate a few “red lines” – things you will avoid at all costs because they don’t align with your core strengths, ideal customer, or vision. One approach: for each core decision made today, define its opposite or out-of-scope counterpart:
- Ideal Customer: Who will we NOT serve? For example, “We will not take on clients outside of our defined niche (e.g. if our focus is healthcare companies, we say no to unrelated industries) even if they have money, because it distracts from building our niche expertise.”
- Service Offerings: What services will we refuse? e.g. “We do strategic planning; we are not an ad agency – we won’t dilute our focus by offering ad hoc marketing implementation that doesn’t play to our strengths.”
- Geography/Scope: Are there locations or scales of project that are off-limits? e.g. “We won’t expand to international markets in the first 2 years,” if focus is local.
- Values/Culture: Any cultural boundaries? e.g. “We won’t work with clients whose values clash with ours,” to avoid mission drift for short-term gain.
- Create a “Stop-Doing List”: As a concrete output, compile these boundaries into a Stop-Doing List. This could include statements like “Stop pursuing clients that don’t fit our ideal profile,” “Stop offering deep discounts that undermine our premium positioning,” “Avoid projects that don’t lead to recurring revenue,” etc. Frame them positively if you prefer (“We stay focused on X and won’t do Y”). The key is to have explicit guidelines the team can refer to when a tempting but off-mission opportunity comes up.
- Discuss How to Say No: Role-play or outline a simple script for politely turning down opportunities that don’t fit. For example, “This project is outside our current focus, so we must pass to remain excellent in our core area. Perhaps we can refer you to someone who specializes in that.” Having language ready makes it easier to stick to your boundaries.
- Emphasize Discipline: Remind the team that staying focused requires discipline and leadership. Limited time and resources mean more opportunities will be declined than accepted. However, this focus will pay off: by concentrating on what you do best for the customers who value it most, you’ll grow faster and stronger than by stretching thin. (You can reference earlier findings here: e.g., the benefits of focus discussed in the Strengths or Business Model sessions.)
Output: A clear list of Boundaries/“Not To Do” items. This is essentially the inverse of your strategy – it defines which paths you won’t pursue. The team should all agree that sticking to these boundaries is crucial to avoid mission creep. Going forward, this list will help everyone recognize distracting opportunities and confidently filter them out, keeping the company on track toward its vision.
Final Action Plan & Next Steps (End of Day Session)
Purpose: Translate the day’s decisions into a concrete, actionable plan so the team leaves with clarity on how to execute these new strategic decisions. Without action, even the best workshop insights fade – so this closing session is about prioritizing next steps, assigning owners, and setting timelines. In short: who will do what, by when?
Activities:
- Recap Key Decisions: Quickly recap or list on a board the outputs of the day: UVP statement, Ideal Customer Profile, chosen Business Model summary, Vision Statement, and Boundaries list. Ensuring everyone sees the full picture one more time.
- Identify Key Initiatives: Discuss what major initiatives or changes are needed to implement this clarified strategy. For example: “Update website messaging to reflect our UVP and ideal client,” “Design a marketing campaign targeting [ideal customer segment],” “Develop a standard proposal/pricing package for the new business model,” “Train the team on politely declining off-focus inquiries,” etc. Brainstorm a list of tasks or projects that logically follow from today’s decisions.
- Prioritize: Given limited time and resources, have the group identify the top 3–5 actions that should happen first (this week or month). Use criteria like impact and urgency. For instance, if the target customer is now well-defined, a high priority might be to adjust marketing/sales efforts immediately to start reaching them.
- Assign Owners and Deadlines: For each top action, assign a responsible person and a due date. Make sure each team member is clear on their responsibilities. Writing this in an action plan document or spreadsheet is helpful. For example: “John – draft revised website copy by March 15”, “Aisha – research 20 prospects in our ideal niche by next week,” “Whole team – review and finalize vision statement wording by Friday,” etc.
- Set Check-ins: Decide on a follow-up mechanism to ensure these actions are completed. This could be a quick team meeting in two weeks to report on progress, or integrating these items into project management software. The idea is to maintain accountability.
- Close with Commitment: Have each team member share one commitment or takeaway from the workshop – something they personally will do or focus on. This reinforces ownership. Optionally, each can also express how the day’s outcomes align with their understanding of the company’s direction (to ensure everyone is truly on the same page).
- Final Q&A or Concerns: Allow a few minutes for any final concerns or questions. If anyone is unsure about any decision made, clarify now or note it as something to address soon. The goal is confidence moving forward – everyone should leave the room knowing the plan and believing in it.
Output: A written Action Plan outlining next steps, owners, and timelines. This plan might be a simple checklist or table. Additionally, the team should have a renewed sense of focus and momentum – they know their vision and core strategy, and they have a roadmap to start executing it immediately.