So we've done our research. And we've done our analysis. Now it's all about validating whether what you've come up with, sits well with the marketplace. And the process conversation is actually a simple one. Because in all honesty, if you've actually mapped your processes, you've gone through each step and you feel like you can rationally justify which steps are adding value, which are not adding value and which ones are maybe not adding value, but required, those are the major steps of how you analyze process steps. The value chain is pretty stable.

I mean, if you can basically go through each step and say the customer would pay for this customer would pay for this customer would pay for this, that can be a fairly intuitive process. And as long as you feel comfortable with rationalizing it, that way, you have pretty much validated that your process work makes sense. Now I say that knowing that some of you did exercise you realize that can be quite difficult depending on your competency and mapping processes or analyzing the different steps and sequences. But generally, there's not a lot of validation you need with the client for the process piece. It's really Just using your intuition and organizing all your process steps into where there's value creating activities on the client's behalf. So really, then a lot of the validation stuff is in the testing your hypothesis about the anecdotal evidence that you're getting from the clients themselves.

So they've kind of given you a core value statements or a bunch of core value material to say, this is what they're buying. This is what they're interested in. This is what they're excited about this and what they're loving about working with you or your product. And it's really from there, you can start crafting those into a value proposition statement, and getting customer feedback. So again, where does the process come and play there? You need to make sure that in understanding what the customers are saying, it matches what you're actually building.

So always think to make that you're seeming those two streams together. And this is the tricky part because, again, customers could be saying we love your watch, but you don't actually know what the value is in the watch and let's look at your process and see how you're building the watch. See Where there's a quality see where there's differentiator, and really start to say, if you make a value proposition statement, and it matches nothing of your process that you're building or executing, then you've got a problem whether the company or the customers like that statement or not, because you're not executing it in the current state. So you have to do a lot of bending. So it's kind of like basically saying, where your creativity meets your operating reality. So always make sure you're crossing the client stream and the client feedback and your analysis of the client feedback with not only the client, but your process stuff.

But in terms of testing your hypothesis, again, what we're talking about is just making sure that you build the summary of all the client feedback and then test it with MC resonates. Do they like how you've crafted it does it speak to them, because you're gonna use that for all those different categories and talked about your marketing, your operations, your internal communications, things like that. And again, if you're just starting out, well, you're not going to have past data. You're not going to have a lot of have records to look at. But you have gone through the exercise just the same. So the theme and the message here is pretty much the same as the previous sections, which is validate.

After you've done some analysis with your test customer group, validate with some operations, people who haven't started doing the process yet, but to say, is this feasible? Does this make sense is this level of quality or this level of execution possible? So again, it becomes much more theoretical, but it doesn't change the exercise that can be done. So in the exercise here, in this section, this is where you get to you from marketing standpoint, your split testing, your A B testing, whatever you're familiar with calling it and from a process perspective, it's just basically reviewing this documentation with folks and seeing if it makes sense. So first, for the exercise. Think about your first test.

How am I going to test my value proposition statement? How am I going to test what I'm starting to create here with the market in a way that fits my business? And then when you start getting people coming back to you and saying that they like this statement, it makes sense. It's helping as a message or it's helping actually align my company, my activities and my market together. How are you going to test that for your industry? How are the results going to help you?

So the exercise here you're thinking about what is the test? How's that test when you produce an interaction with the marketplace that can give me data that can validate whether my assumptions about my value proposition is correct or not. And then think about how you're going to collect those results and what they're going to mean. So there's a lot of components to that. But generally, if you kind of set it up like a basic science experiment, and you know that you're trying to test the effectiveness of your value proposition, that's what the exercise is meant to help you with. So, after this section, we're going to talk about actually using that to craft the actual statement, the actual value proposition statement.

That's where we're headed next.