Marketing Canvas - Proof

About the Marketing Canvas Method

This article covers dimension 340 — Proof, part of the Value Proposition meta-category. The Marketing Canvas Method structures marketing strategy across 24 dimensions and 9 strategic archetypes.
Full framework reference at marketingcanvas.net →  ·  Get the book →

In a nutshell

Proof (dimension 340) scores the evidence layer of your value proposition — the demonstrations, endorsements, explanations, and reputation markers that make your claims credible. The foundational distinction: proofs are not the same as claims.

Saying "we're the best eco-friendly cleaning service in the city" is a claim. Showing a customer saying "they changed how I think about what clean actually means" is proof. The dimension scores whether evidence exists and whether it is deployed effectively — not whether the brand believes its own story.

In the Marketing Canvas, Proof sits within the Value Proposition meta-category alongside Features (310), Emotions (320), and Prices (330). It is the credibility layer that makes everything else believable: Features describe what the product does; Proof demonstrates it.

Claims vs. proof: the foundational distinction

Every brand makes claims. Few build proof systems.

A claim is a statement the brand makes about itself. Proof is evidence that exists independently of the brand's desire to be believed. The gap between them is the gap between what a brand says and what a prospect believes — and in most markets, that gap is large and widening.

The reason: customers have become systematically sceptical of self-assertion, particularly around sustainability, quality, and expertise claims. "Award-winning," "industry-leading," "eco-friendly," "best-in-class" — these phrases have been used so frequently, by brands of such varying quality, that they carry almost no credibility signal. They are the background noise of value proposition communication.

What breaks through is evidence that exists independently of the brand making the claim: a third party that validated it, a customer who confirmed it, a before/after result that demonstrated it, a mechanism that explains how it works. That is proof. And the dimension that scores whether your value proposition has it is 340.

Score negative if claims are unsupported or if proof relies entirely on self-assertion. Score positive when multiple proof types reinforce each other and customers cite specific evidence when recommending the brand.

The four canonical proof types

The Marketing Canvas identifies four types of proof. The most effective strategies use all four — each type covers a different dimension of credibility, and they stack:

Demonstration — showing the product working in a real context. Not a polished commercial. A before/after air quality result. A live installation. A customer tour. A product in use under realistic conditions. Demonstration answers "does it actually work?" It is the most visceral form of proof because it bypasses scepticism about the brand's motives — the outcome is visible.

Logical explanation — clarifying how and why it works. The mechanism. Why is this formula non-toxic? Because it uses X chemistry instead of Y. How does it eliminate toxins? Here is the molecular process. Why does this hold up better than alternatives? Here is the engineering rationale. Logical explanation answers "can I understand why it works?" It converts the sceptical-but-open prospect — the one who wants to believe but needs a reason — into a convinced one.

Endorsement — third-party validation. Certifications, awards, analyst recognition, celebrity ambassadors, peer recommendations. In B2C: certifications like B-Corp or EcoCert, customer reviews, media coverage, social proof numbers ("550 families served"). In B2B: Gartner Magic Quadrant placement, ISO certifications, named client case studies, analyst endorsements. Endorsement answers "who else believes this?" It transfers credibility from a trusted external source to the brand.

Reputation — established credibility that precedes any specific claim. Years in business. Volume of customers served. Industry recognition over time. The credibility that arrives before a prospect reads a single word of marketing. Reputation answers "can I trust this brand in general?" It is the slowest proof type to build and the most durable once established.

Stacking: why one proof type is never enough

Each proof type addresses a different dimension of credibility. A single proof type is credible on one dimension and silent on the others — leaving gaps a sceptical prospect will fill with doubt.

A brand that has only endorsement (certified, award-winning) but no demonstration (show me it works) can be dismissed as buying certifications. A brand with strong demonstration but no logical explanation raises the question "yes, but how?" A brand with deep reputation but no current endorsement is vulnerable to the claim that past performance is no longer relevant.

The proof stack that makes a category claim genuinely credible combines all four:

• Here is what it does (demonstration)

• Here is why it works (logical explanation)

• Here is who else validates it (endorsement)

• Here is the track record behind us (reputation)

For Green Clean as an A9 Category Creator — a company asking the market to believe in a category that didn't previously exist — the stacking principle is existential. The burden of proof for creating a new category is ten times higher than for competing within one. Every claim they make is unfamiliar. Every endorsement they earn legitimises the category, not just the company. Every demonstration they run teaches the market that the job is real.

Laurent Bouty - Marketing Canvas Method - Proofs

B2B and B2C: proof types work differently

The four proof types apply universally but manifest differently by context.

In B2B, proof often determines whether you make the shortlist before any sales conversation begins. Gartner Magic Quadrant placement, ISO certifications, named client case studies with verifiable outcomes, and analyst endorsements function as purchase prerequisites — the deal never begins without them. A B2B buyer who cannot show their CFO a Gartner ranking or a named enterprise reference cannot internally justify the purchase, regardless of the product's quality. Proof here is a gatekeeping mechanism, not just a persuasion tool.

In B2C, proof works through different channels. Customer reviews (demonstration by proxy), before/after results (direct demonstration), media coverage (earned endorsement), social proof numbers ("over 1 million families have switched"), and visible certifications on packaging all contribute to the credibility system. The scale of endorsement matters differently: a single enterprise case study moves a B2B deal; 500 five-star reviews move a B2C conversion. The mechanism is the same — independent validation — but the format and threshold differ.

The implication for scoring: a B2B company that scores its proof stack against B2C norms (focusing on reviews and social media rather than analyst coverage and certifications) will systematically misdiagnose the dimension.

Proof in the Marketing Canvas

The canonical question

Why should customers believe your claims?

Proof appears in the Vital 8 of four archetypes — spanning a wide range of strategic urgency:

Primary Accelerator for A8 (Niche Expert): Expert authority must be demonstrable, not claimed. A niche expert whose expertise cannot be independently verified is simply a specialist with good self-confidence. The proof stack — certifications, published work, client outcomes, peer recognition — is the mechanism that converts internal confidence into external authority. For A8, Proof is the dimension that transforms "we know this space deeply" into "the market knows we know this space deeply." Hermès' resale values (Birkin bags appreciating faster than gold) are a form of proof: independent market validation that the quality claim is real.

Secondary Brake for A3 (Brand Evangelist): Tribal trust is built on values and shared belief — but it is sustained by proof that the brand lives what it claims. Patagonia's "Don't Buy This Jacket" campaign worked because the proof of environmental commitment was already established through decade of verified actions: 1% for the Planet donations (independently tracked), Worn Wear repairs data (published), B-Corp certification (audited). Without the proof stack underneath, the campaign would have been dismissed as marketing theatre. For A3, credibility gaps erode tribal trust faster than any competitive threat.

Secondary Brake for A4 (Stagnant Leader): A stagnant leader's most valuable asset is the credibility accumulated over years of market presence. When that credibility starts to decay — when proof points become dated, when case studies reference old products, when certifications lapse — the legacy position that was the primary competitive defence begins to dissolve. Proof maintenance is as important as proof creation for A4.

Secondary Brake for A9 (Category Creator): The unique challenge here is proving something works in a category that doesn't exist yet. Green Clean cannot reference ten years of "health-first home care" competitors because the category is new. Every proof point they build — the university formula validation, the B-Corp certification, the Family Health Report, the air quality before/after results — is simultaneously proving the company and defining the standards of the category. For A9, Proof is the physical evidence that the new category is real, not just a repositioning exercise.

Statements for self-assessment

Rate your agreement on a scale from −3 (completely disagree) to +3 (completely agree). There is no zero — the Marketing Canvas forces a directional position on every dimension.

1. You have presented your value proposition in an operational context (demonstration) that makes it possible to see the promised benefits.

2. You have provided elements that clarify exactly how the value proposition operates (logical explanation) and reassure the customer.

3. Your value proposition is supported by a recognised third party (endorsement): a certification, an award, or other independently validated source.

4. Your value proposition makes direct reference to a widely acknowledged element of your brand's reputation.

5. Your value proposition avoids any form of greenwashing — all sustainability claims are transparent, accurate, and verifiable.

(Dimensions 341–344 + 345 in the Marketing Canvas scoring system)

Note on Detailed Track scoring: if averaging sub-question scores produces a mathematical zero, the method rounds to −1. A split score means the dimension is not clearly helping your goal — and "not clearly helping" requires the same investigation as "hurting."

Interpreting your scores

Negative scores (−1 to −3): Claims are unsupported or rely entirely on self-assertion. Proof types are absent or single-layer. Sceptical prospects — particularly in categories where greenwashing is common — have no independent reason to believe the value proposition. Conversion rates are lower than the product quality justifies. For archetypes where Proof is a Strategic Brake, a negative score here explains why the strategy is not generating the expected traction.

Positive scores (+1 to +3): Multiple proof types reinforce each other. Demonstration, explanation, endorsement, and reputation are all present and deployed at the moments in the customer journey where scepticism is highest. Customers cite specific evidence when recommending the brand — not because they were asked to, but because the proof is memorable and specific enough to pass on.

Case study: Green Clean

Green Clean is a fictional eco-friendly residential cleaning service used as the recurring worked example throughout the Marketing Canvas Method.

Score: −2 to −1 (Weak) Green Clean's proof system is entirely self-asserted. The website states "non-toxic cleaning you can trust" and "safe for your family." No demonstration: no before/after air quality data, no ingredient testing results, no customer outcome evidence. No logical explanation: the website says the formula is "plant-based" but does not explain what that means for toxin elimination or why it is safer than conventional products. No endorsement: no certifications, no third-party validation, no named customer testimonials. No reputation: Green Clean is four years old and has not systematically built a credibility track record. When health-conscious parents research the brand, they find claims that every competitor also makes. There is nothing that distinguishes a Green Clean claim from an EcoPure claim from a NatureFresh claim. The proof gap is the primary barrier to conversion for the Early Believer segment — the very customers who care most about evidence.

Score: +1 to +2 (Developing) Green Clean has begun building a proof stack. The B-Corp certification (first in the region for cleaning services) is the strongest endorsement they have — it is independently audited and competitively rare. The university partnership behind the formula is publicly referenced but not yet explained: the website says "developed with a university chemistry department" without specifying the institution, the testing methodology, or what the validation showed. Customer testimonials are present but anonymous — "a satisfied parent in [city]" — which reduces their credibility impact. The Family Health Report exists and provides per-visit demonstration data but is only seen by existing customers, not by prospects during the research phase. The proof stack is forming but is not yet deployed at the moments that matter most: the first three minutes of a prospect's research.

Score: +2 to +3 (Strong) Green Clean's proof stack covers all four types and is deployed at the right journey stages. Demonstration: the Family Health Report excerpt (average toxin load reduction across 550 customer visits) is visible on the website homepage before any sales conversation. A before/after air quality result from a real customer home (anonymised but with verifiable methodology) appears on the booking page. Logical explanation: a plain-language technical summary explains precisely why the university-validated formula eliminates specific chemical classes that conventional eco-cleaning products do not address. Endorsement: B-Corp certification displayed prominently; EcoCert certification in process; 127 named customer testimonials with full first name and suburb; local health journalist coverage. Reputation: four years of service data, 550 active customers, 35% referral rate cited explicitly as a trust signal. When a prospect asks "why should I believe you over EcoPure?" — the answer is specific, layered, and independently verifiable at every level.

Connected dimensions

Proof does not operate in isolation. Four dimensions connect most directly:

• 310 — Features: Proofs demonstrate features work. The unique feature (the university-validated formula) is only as strong as the evidence behind it. Without the proof, the formula is a claim like every competitor's. With the proof, it is a category-defining differentiator.

• 330 — Prices: Proofs justify premium pricing. A customer who has encountered the full proof stack — demonstration data, logical explanation, B-Corp endorsement, reputation track record — is less price-sensitive than one who has not. Proof shifts perceived value upward and expands the WTP range.

• 520 — Stories: Stories are the delivery vehicle for proof. A case study is a story with demonstration. A customer testimonial is a story with endorsement. A founder origin narrative is a story with reputation. Proof is the evidence; Stories (520) is the format that makes evidence compelling and memorable.

• 530 — Media: Earned media is a form of proof. A journalist covering Green Clean's health-first positioning in a local parenting publication is providing endorsement at scale — more credible than any paid placement because the editorial decision is independent. Media strategy and proof strategy should be planned together.

Conclusion

The gap between a brand that has good features and a brand that is believed to have good features is exactly the width of dimension 340.

The most capable product in the market cannot sell itself if prospective customers have no independent reason to trust the claims made about it. Every market has category-level scepticism built up by years of overclaimed marketing — "eco-friendly," "expert," "world-class" — that has trained buyers to discount self-assertion reflexively.

The proof stack is the mechanism that breaks through that scepticism. Demonstration shows. Explanation clarifies. Endorsement validates. Reputation precedes. Together, they convert claims into credibility — and credibility into the willingness to buy, recommend, and pay a premium.

Sources

1. Robert Cialdini, Influence: The Psychology of Persuasion, Harper Business, revised edition 2021

2. Nielsen, Trust in Advertising, Nielsen Consumer Research, 2023 — nielsen.com

3. Marketing Canvas Method, Appendix E — Dimension 340: Proof, Laurent Bouty, 2026

About this dimension

Dimension 340 — Proof is part of the Value Proposition meta-category (300) in the Marketing Canvas Method. The Value Proposition meta-category contains four dimensions: Features (310), Emotions (320), Prices (330), and Proof (340).

The Marketing Canvas Method is a complete marketing strategy framework built around 6 meta-categories, 24 dimensions, and 9 strategic archetypes. Learn more at marketingcanvas.net or in the book Marketing Strategy, Programmed by Laurent Bouty.

Marketing Canvas - Pricing

About the Marketing Canvas Method

This article covers dimension 330 — Pricing, part of the Value Proposition meta-category. The Marketing Canvas Method structures marketing strategy across 24 dimensions and 9 strategic archetypes.
Full framework reference at marketingcanvas.net →  ·  Get the book →

In a nutshell

Prices (dimension 330) scores whether your pricing strategy reflects the value you deliver, aligns with customer willingness to pay, and supports your positioning. The foundational question is not "is the price low?" It is: does the customer perceive more value than the price asks, relative to alternatives?

That reframing is the entire point of treating pricing as a strategic dimension rather than a finance function. Price is not just a revenue variable — it is a signal. It communicates quality, confirms positioning, and either reinforces or contradicts everything else in the value proposition.

In the Marketing Canvas, Prices sits within the Value Proposition meta-category alongside Features (310), Emotions (320), and Proof (340). It is the dimension that makes the value proposition credible or exposes it as overclaimed.

Pricing errors run in both directions

The most common framing of a pricing problem is "our price is too high." The canonical view is more demanding: pricing errors run symmetrically in both directions, and both are strategically damaging.

Overpricing creates a gap between perceived value and cost that even strong features cannot bridge. When price exceeds what customers perceive as justified by the value, the result is not premium positioning — it is resentment, abandoned trials, and word-of-mouth that damages rather than builds.

Underpricing is equally problematic and more often overlooked. A price that is too low signals low quality and leaves margin on the table. It undermines positioning — a brand that claims "indoor health protection" at commodity pricing sends a contradictory signal. Customers use price as a quality heuristic. A low price says: "we don't fully believe in what we built either."

The diagnostic question is not where the price sits in absolute terms. It is whether the customer perceives more value than the price asks, compared to every alternative they are considering. A €15 artisanal coffee is not expensive if the customer perceives it as worth €20. A €5 coffee is overpriced if the customer sees it as worth €3.

Score negative if pricing is set by finance without customer input, or if there is a disconnect between price and positioning. Score positive when pricing actively supports the strategic position and customers perceive fair value — not cheap, not resentment-inducing, but justified.

The price/positioning test

The sharpest diagnostic in dimension 330 is also the simplest:

A premium position with discount pricing creates cognitive dissonance. A value position with premium pricing creates resentment. The price must match the promise.

This test catches misalignments that are obvious once named but invisible in day-to-day operations. A B2B software company that positions itself as "enterprise-grade" but prices below mid-market confuses the procurement team — the price contradicts the claim. A cleaning service that positions itself as health-protection specialists but prices below the eco-follower in the market undermines its own differentiation before a customer conversation begins.

Run the test against your own positioning: if a prospect saw only your price — before any marketing, any features list, any proof — would the price itself reinforce or contradict your positioning? If it contradicts, dimension 330 requires attention regardless of what the rest of the value proposition delivers.

M8 and dimension 330: diagnosis vs. strategy

In the Marketing Canvas Method, pricing is measured twice — at different points in the process, for different purposes.

M8 (Perceived Price) is calculated in Step 1 (Strategic Context Mapping). It normalises your actual price per unit relative to the highest and lowest prices in your competitive set, producing a score from −12 (feels very cheap) to +12 (feels very expensive). M8 is the diagnosis: it shows where your brand sits on the customer's mental price scale before any strategic decisions are made.

Dimension 330 is scored in Step 3 (the Vital Audit). It scores whether your pricing strategy — how you set, communicate, and manage price — actively serves your Step 2 goal. M8 is the starting position. Dimension 330 is the question: are you managing it intentionally?

For Green Clean, M8 is +3.0 — slightly above mid-market, well below EcoPure at +12.0. That is a deliberate positioning choice: accessible enough to attract health-conscious families who cannot justify the premium leader, differentiated enough that "eco-follower" NatureFresh at −6.0 cannot compete on the same terms. Dimension 330 scores whether Green Clean has made that a strategic choice — informed by customer WTP research, aligned with their health-first positioning, and sustainable relative to their cost structure — or whether +3.0 is simply where they ended up.

The four pricing anchors

The Marketing Canvas scores dimension 330 against four sub-questions that together define whether pricing is strategic or accidental:

Value vs. alternatives (331): Does the customer perceive more value than the price asks, compared to the next best alternative? This is the core question. It requires knowing both your own perceived value (M9) and your competitors' — and understanding whether the price premium or discount relative to alternatives is perceived as justified.

Willingness to pay (332): Is the pricing strategy grounded in customer WTP research, not internal cost-plus assumptions? WTP is not what customers say they would pay in a survey. It is the revealed willingness — what they actually pay, what they pay for competitors, and where the price sensitivity curve breaks. WTP research requires customer interviews, competitive analysis, and price sensitivity testing. Without it, dimension 330 cannot score above +1.

Cost coverage (333): Does the price account for all costs associated with delivering the value proposition — including the hidden costs of service, support, onboarding, and relationship management that are routinely underestimated? A price that does not cover full costs is not a strategic choice. It is a delayed crisis.

Positioning alignment (334): Is the price consistent with brand positioning and category goals? This is the price/positioning test applied systematically. Premium positioning requires premium-range pricing. Value positioning requires price-accessible pricing. Misalignment here is not a pricing problem — it is a brand architecture problem that dimension 330 surfaces.

Prices in the Marketing Canvas

The canonical question

Does your pricing strategy reflect the value you deliver, align with customer willingness to pay, and support your positioning?

Prices appears in the Vital 8 of three archetypes in roles that reflect its strategic weight:

Primary Accelerator for A6 (Value Harvester): The Value Harvester is extracting maximum cash flow from an existing customer base. Pricing power — the ability to raise prices, introduce premium tiers, and increase ARPU without triggering churn — is the primary growth mechanism. For A6, dimension 330 is not defensive. It is the offensive lever. Every pricing improvement directly converts to margin.

Secondary Brake for A2 (Efficiency Machine): An Efficiency Machine competes on cost leadership. The pricing risk is margin erosion — the downward pressure of competitive price-matching that can turn cost leadership into a race to zero. Dimension 330 scores whether the pricing strategy protects the margin structure that makes efficiency sustainable. For A2, price must be low enough to win volume without being so low that the cost model collapses.

Secondary Brake for A8 (Niche Expert): For the Niche Expert, the ability to raise prices is the proof that expertise is real. A niche authority that charges the same as a generalist is signalling that the niche does not command a premium — which undermines the authority itself. Hermès raises prices 5–8% annually and the market absorbs it. That is not arrogance. That is a dimension 330 score of +3 demonstrating that the niche position is genuine.

Growth Driver for A2 and A8: In both, pricing optimisation — raising prices toward the WTP ceiling, introducing tiered offerings, or expanding into premium segments — is a direct revenue lever that does not require new customer acquisition.

Statements for self-assessment

Rate your agreement on a scale from −3 (completely disagree) to +3 (completely agree). There is no zero — the Marketing Canvas forces a directional position on every dimension.

1. Your value proposition is creating more value than the cost of the next best alternative for your customers.

2. Your pricing strategy is based on customer Willingness To Pay (WTP) for solving their problem.

3. Your pricing strategy takes into account all costs associated with delivering your value proposition.

4. Your pricing strategy is aligned with your brand positioning and your goals for the category.

5. Your pricing strategy encourages customers towards the most sustainable option available.

(Dimensions 331–334 + 335 in the Marketing Canvas scoring system)

Note on Detailed Track scoring: if averaging sub-question scores produces a mathematical zero, the method rounds to −1. A split score means the dimension is not clearly helping your goal — and "not clearly helping" requires the same investigation as "hurting."

Interpreting your scores

Negative scores (−1 to −3): Pricing is misaligned with customer WTP, disconnected from positioning, or set by cost and competitive reference alone. The likely result: either margin erosion (underpricing) or purchase friction and resentment (overpricing). Pricing is not functioning as a strategic asset.

Positive scores (+1 to +3): Pricing is grounded in WTP research, consistent with positioning, covers full costs, and actively reinforces the value proposition rather than contradicting it. Customers perceive the price as justified. The price/positioning test passes without qualification.

Case study: Green Clean

Green Clean is a fictional eco-friendly residential cleaning service used as the recurring worked example throughout the Marketing Canvas Method.

Score: −2 to −1 (Weak) Green Clean's price of $200 per visit was set by looking at EcoPure ($260) and splitting the difference with NatureFresh ($140). No WTP research was conducted. No customer was asked what they would pay for a service that could verifiably protect indoor health rather than just clean with eco products. The price covers costs — just. But it does not reflect the value premium Green Clean is attempting to claim. The health-first positioning demands a price signal that says "this is a specialist service, not a cleaning commodity." At $200 in a market where the eco-follower charges $140, the $60 premium is too modest to reinforce the category distinction and too large to be dismissed as rounding error. The price is caught between value and premium without committing to either. Pricing is set by cost and competitive reference, not by customer WTP or positioning logic.

Score: +1 to +2 (Developing) Green Clean has conducted basic WTP research — six customer interviews and a price sensitivity survey of 40 existing customers. The data suggests that health-conscious parents with children under 10 have a WTP ceiling of approximately $230 for a verified health-protection service, compared to $170 for a standard eco-cleaning service. This validates a $200 entry price as accessible to the primary segment. But the full pricing architecture is incomplete: there is no premium tier for customers who want quarterly indoor air quality testing, no subscription discount structure that rewards commitment, and no articulated reason in the sales conversation for why $200 reflects value rather than cost. The price is in the right zone. The strategy around it is not yet complete.

Score: +2 to +3 (Strong) Green Clean's pricing architecture is fully aligned with positioning and WTP evidence. The standard service at $200 is priced as the accessible entry to health-first home care — above the eco-follower (NatureFresh at $140) to reinforce the quality signal, below the premium leader (EcoPure at $260) to remain accessible to the early believer segment. A premium tier at $240 includes quarterly indoor air quality baseline testing — a feature that translates health-first positioning into a tangible deliverable and captures WTP from the highest-intent segment. An annual subscription at $185/visit rewards commitment while improving LTV. The sales conversation anchors the $200 price to the university-validated formula and third-party certifications — making the price a consequence of quality, not a financial decision. Customers who ask "why not NatureFresh for $140?" receive a specific answer about what the $60 buys. Churn is lower in the premium tier than in the standard tier — confirming that the pricing architecture is reinforcing, not diluting, loyalty.

Connected dimensions

Prices does not operate in isolation. Four dimensions connect most directly:

• 310 — Features: Features justify the price. A unique functional benefit — the only independently validated non-toxic formula in the region — is the justification for a price premium. Without a unique feature, premium pricing is a claim without a foundation.

• 220 — Positioning: Price must match position. The price/positioning test is the most direct connection between these two dimensions. Positioning defines the promise. Prices either confirms or contradicts it at the first moment of commercial truth.

• 340 — Proof: Proofs reduce price sensitivity. A customer who has seen the university validation data, the B-Corp certification, and the Family Health Report is less price-sensitive than one who hasn't. Proof shifts the perceived value upward, which expands the WTP range and makes the price feel justified rather than expensive.

• 620 — ARPU: Pricing directly drives revenue per user. Every pricing decision — entry price, premium tier, subscription structure, annual increase — translates directly into ARPU. Dimension 330 and dimension 620 should be reviewed together: the pricing architecture is the primary lever for ARPU improvement without requiring new customer acquisition.

Conclusion

Prices is the dimension that either validates or undermines everything else in the value proposition. A product can have a unique feature, a designed emotional benefit, and a compelling purpose — and a price that signals none of it is real.

The strategic discipline is not to price low enough to be accessible or high enough to be premium. It is to price at the level where the customer perceives the value as justified relative to alternatives — and to ensure that perception is managed actively, not left to whatever the market average happens to be.

The price/positioning test is the fastest audit available: premium position + discount price = cognitive dissonance. Value position + premium price = resentment. When the price matches the promise, dimension 330 is working. When it doesn't, everything upstream is harder.

Sources

1. Thomas Nagle, Georg Müller, The Strategy and Tactics of Pricing, Routledge, 6th edition, 2018

2. Hermann Simon, Confessions of the Pricing Man, Springer, 2015

3. Marketing Canvas Method, Appendix E — Dimension 330: Prices, Laurent Bouty, 2026

About this dimension

Dimension 330 — Prices is part of the Value Proposition meta-category (300) in the Marketing Canvas Method. The Value Proposition meta-category contains four dimensions: Features (310), Emotions (320), Prices (330), and Proof (340).

The Marketing Canvas Method is a complete marketing strategy framework built around 6 meta-categories, 24 dimensions, and 9 strategic archetypes. Learn more at marketingcanvas.net or in the book Marketing Strategy, Programmed by Laurent Bouty.

Marketing Canvas - Emotions

About the Marketing Canvas Method

This article covers dimension 320 — Emotions, part of the Value Proposition meta-category. The Marketing Canvas Method structures marketing strategy across 24 dimensions and 9 strategic archetypes.
Full framework reference at marketingcanvas.net →  ·  Get the book →

In a nutshell

Emotions (dimension 320) scores the emotional benefits your product delivers — how it makes customers feel during use. Not what customers want to feel in their lives. What your product actually makes them feel when they interact with it.

That distinction matters more than it first appears. It is the line that separates dimension 320 from the emotional layer of JTBD (110). And it is the reason a high Emotions score requires intentional design, not just a good product.

In the Marketing Canvas, Emotions sits within the Value Proposition meta-category alongside Features (310), Prices (330), and Proof (340). It is the amplification layer: Features answers what does it do?, Emotions answers how does it feel?

The critical distinction: emotional job vs. emotional benefit

This is the most important conceptual clarification in dimension 320 — and the one most commonly missed.

JTBD emotional job (dimension 110): what the customer wants to feel in their life as a result of getting the job done. This is the desire.

Emotional benefit (dimension 320): what the product actually makes the customer feel during use. This is the delivery.

Spotify's JTBD emotional job: "feel connected to music that matches my mood." That is what the customer wants from music in their life. Spotify's emotional benefit: "feel delighted by the Discover Weekly playlist that somehow knows what I'll love." That is what the product delivers at the moment of interaction — the specific feeling engineered into the user experience.

The job is the target. The benefit is the arrow.

A brand that only understands the job — "our customers want to feel safe at home" — is working with a target. A brand that has designed the specific moment, interaction, or communication that produces that feeling — the Family Health Report showing exactly what toxins were eliminated during this visit — has built the arrow.

Score negative if emotional benefits are absent or assumed. Score positive when the emotional experience is designed, measured, and consistently delivered — not left to chance.

Emotions in B2B: the most commonly skipped dimension

Most B2B companies skip dimension 320 entirely, on the assumption that professional purchasing decisions are rational. They are not.

Every B2B buyer is a human. They feel relief when a vendor delivers ahead of schedule. They feel frustration when an SLA is missed and the account manager goes quiet. They feel pride when their technology choice is validated at a board meeting. They feel anxiety when a renewal conversation begins without a clear value case. Every one of those feelings is a scored emotional benefit — or a missed one.

The B2B Elements of Value framework (Harvard Business Review, 2018) identified 40 distinct value elements that B2B buyers care about, of which a significant proportion are emotional: confidence, reduced anxiety, design and aesthetics, reputation enhancement. None of them appear in a feature specification. All of them influence the purchase decision.

The operational implication: B2B brands that score 320 honestly often discover it is their weakest Value Proposition dimension. Not because they have bad products. Because nobody has ever asked "what does the customer feel when they open our invoice?" or "how does the onboarding experience make a new user feel in the first ten minutes?" Those feelings exist. They are just unmanaged.

The three levels of emotional benefits

Emotional benefits operate on the same three-tier structure as Features:

Core emotional benefits (321) — feelings the category requires. A luxury hotel must feel indulgent. A bank must feel trustworthy. A healthcare provider must feel reassuring. These are not differentiators — they are the price of emotional admission. Failing to deliver them triggers category-level disqualification, not just competitive disadvantage.

Differentiating emotional benefits (322) — feelings competitors don't consistently deliver. A budget airline that feels funrather than merely tolerable. A B2B software platform that makes users feel smart rather than simply competent. A cleaning service that makes customers feel like they are doing something meaningful rather than just maintaining hygiene. Differentiating emotional benefits create loyalty in mature markets where functional features have converged.

Unique emotional benefit (323) — the single emotional experience that becomes the primary reason customers choose you and talk about you. One. The discipline of naming exactly one forces the same strategic prioritisation as the unique feature in dimension 310. For Green Clean: the moment when a parent reads their Family Health Report and feels, for the first time, certifiably confident that their home is safe — not just probably cleaner. That specific feeling — evidenced, not inferred — is the unique emotional benefit.

Emotions in the Marketing Canvas

The canonical question

How does your product make customers feel?

Emotions is a Primary Accelerator for three archetypes — and in all three, the rationale is the same: the emotional dimension is what transforms a functional product into something customers feel compelled to talk about.

Primary Accelerator for A1 (Disruptive Newcomer): Disruption without emotion is a better mousetrap. A technically superior product that nobody talks about will be outpaced by a technically adequate product that generates word-of-mouth. Disruption spreads through emotional resonance — the feeling of "I can't believe I didn't have this before" — not through feature comparisons. For A1, Emotions is the dimension that converts awareness into advocacy.

Primary Accelerator for A3 (Brand Evangelist): The tribe forms around shared feeling, not shared specification. Patagonia customers don't discuss thread counts at Sturgis equivalents — they share the feeling of moral coherence that comes from wearing a brand whose values match theirs. For A3, the unique emotional benefit is the membership fee: access to the feeling that makes you part of something. Without it, there is no tribe, only customers.

Primary Accelerator for A9 (Category Creator): Category creation without emotion is a white paper. A new category must make people feel something before they can understand it rationally. Green Clean's category — "health-first home care" — gained traction when customers began feeling something specific: the combination of peace of mind and activist pride that came from being early. The feeling arrived before the category language did. For A9, emotional benefit design is the market education tool.

Designing emotional benefits: from accidental to intentional

The most common Emotions failure is not negative emotion — it is accidental emotion. The product generates feelings, but they are inconsistent, unmeasured, and not connected to the strategy.

Three questions that convert emotional outcomes from accidental to designed:

1. What feeling do we want to produce at this specific moment? Not "what feeling do we want customers to have in general" — but at the moment they open the package, read the first report, complete onboarding, speak to support, or receive the invoice. Each moment has a designed emotional target.

2. What are we actually producing right now? This requires measurement — customer verbatims, NPS qualitative data, interview findings. Not assumption. "We think customers feel confident" is worth zero in a Vital Audit. "Customers use the words 'relieved' and 'reassured' in 73% of post-service comments" is a +2.

3. What is the gap? The difference between the designed target and the measured outcome is the initiative. If the target is "feel like an expert" and customers report feeling "slightly confused," the initiative is redesigning onboarding — not relaunching the product.

Statements for self-assessment

Rate your agreement on a scale from −3 (completely disagree) to +3 (completely agree). There is no zero — the Marketing Canvas forces a directional position on every dimension.

1. Your value proposition has all the core emotional benefits required by the category.

2. Your value proposition has a few emotional benefits that set you apart from the competition.

3. Your value proposition has a unique emotional benefit that defines the single most important reason for customers to choose you.

4. Your value proposition emotional benefits are consistent with your brand purpose and positioning.

5. Your value proposition has integrated sustainability in its emotional benefits.

(Dimensions 321–324 + 325 in the Marketing Canvas scoring system)

Note on Detailed Track scoring: if averaging sub-question scores produces a mathematical zero, the method rounds to −1. A split score means the dimension is not clearly helping your goal — and "not clearly helping" requires the same investigation as "hurting."

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Marketing Canvas Method - Value Proposition - Emotions by Laurent Bouty

Interpreting your scores

Negative scores (−1 to −3): Emotional benefits are absent, assumed, or accidental. Customers feel something, but not what the brand intends, and not consistently. The product competes on functional terms alone — a position that degrades as competitors converge on feature parity. For archetypes where Emotions is a Primary Accelerator, a negative score here explains why advocacy, tribal loyalty, or category traction is not materialising.

Positive scores (+1 to +3): Emotional benefits are designed, measured, and consistently delivered. The brand can name the specific feeling it targets at specific touchpoints, and customer research confirms it is being produced. The unique emotional benefit is owned — customers describe it unprompted, in consistent language, as a reason they chose and stayed.

Case study: Green Clean

Green Clean is a fictional eco-friendly residential cleaning service used as the recurring worked example throughout the Marketing Canvas Method.

Score: −2 to −1 (Weak) Green Clean's emotional outcomes are entirely accidental. Some customers feel good about using eco-friendly products. Some feel vaguely virtuous. Nobody on the team can name what specific feeling Green Clean is trying to produce at any specific touchpoint. The onboarding has no designed emotional arc. The invoices are transactional. The post-service communication is a generic "thank you." When customers describe the experience in feedback, they use words like "fine" and "professional" — category-level emotional responses, not brand-specific ones. No unique emotional benefit has been identified, let alone designed. The emotional job customers have — "feel certifiably safe at home, not just probably cleaner" — is understood at the JTBD level. But no interaction has been designed to deliver that feeling specifically.

Score: +1 to +2 (Developing) Green Clean has identified the unique emotional target: the feeling a health-conscious parent gets when they receive evidence — not marketing claims — that their home is genuinely safer. The Family Health Report was built to produce this feeling: it shows exactly which toxins were eliminated during this visit, quantified, in language a non-scientist can understand. In customer interviews, parents describe receiving the report with words like "finally" and "I can actually prove it now." The designed feeling is landing. But it is only landing for customers who receive the full-service experience. The pre-service and acquisition journey still produces generic "eco-friendly" feelings that match every competitor. Consistency across the full journey is still developing.

Score: +2 to +3 (Strong) Green Clean's emotional benefit architecture is designed, measured, and consistent across all touchpoints. Core: trust (every claim is verified by third-party data — no customer feels deceived). Differentiating: activist pride (the annual impact statement gives customers something to share — "my household prevented X kg of chemical exposure in 2024"). Unique: certified confidence (the Family Health Report produces a specific, named feeling that customers describe consistently: "I know, not just hope." In 2024 customer surveys, 68% of respondents use language about certainty or proof when describing what makes Green Clean different — a directly measurable emotional signature. The unique emotional benefit is owned, produced consistently, and confirmed by measurement.

Connected dimensions

Emotions does not operate in isolation. Four dimensions connect most directly:

• 110 — JTBD: The emotional job defines the target feeling. The JTBD emotional layer tells you what feeling customers want to achieve in their lives. Dimension 320 scores whether your product delivers that feeling in practice. JTBD is the brief. Emotions is the execution.

• 120 — Aspirations: Emotional benefits serve identity aspirations. The feeling a customer gets from using the product should connect to who they are trying to become. A customer who aspires to be a "responsible protector of their family" and feels certifiably confident after the Family Health Report has had both their aspiration and their emotional benefit served simultaneously.

• 310 — Features: Features enable, emotions amplify. The proprietary formula is a Feature. The feeling of knowing your home is scientifically validated as safer is the Emotion. Features create the conditions for emotional delivery. Without the formula, the confidence feeling has no credible foundation. Without the designed emotional delivery, the formula remains a technical specification.

• 440 — Magic: Magic creates peak emotional moments. Where Emotions (320) designs the consistent emotional baseline, Magic (440) scores the unexpected moments that exceed expectations and generate organic advocacy. The two dimensions work in sequence: Emotions sets the floor, Magic creates the peaks.

Conclusion

Dimension 320 is the dimension that separates brands customers use from brands customers talk about. Features bring customers in. Emotions keep them and make them advocate.

The scoring discipline is not "do our customers feel good?" Most brands with reasonable products generate positive feelings sometimes. The question is whether those feelings are designed, measured, and consistent — produced at predictable moments for intentional reasons — or whether they are the accidental byproduct of a functional interaction.

Disruption without emotion is a better mousetrap. Category creation without emotion is a white paper. Brand evangelism without emotion is a loyalty programme. In every archetype where Emotions appears as a Primary Accelerator, the same principle holds: the emotional dimension is what converts a good product into something people feel compelled to tell others about.

Sources

1. Harvard Business Review, "The New Science of Customer Emotions", November 2015 — hbr.org

2. Harvard Business Review, "The B2B Elements of Value", March 2018 — hbr.org

3. Marketing Canvas Method, Appendix E — Dimension 320: Emotions, Laurent Bouty, 2026

About this dimension

Dimension 320 — Emotions is part of the Value Proposition meta-category (300) in the Marketing Canvas Method. The Value Proposition meta-category contains four dimensions: Features (310), Emotions (320), Prices (330), and Proof (340).

The Marketing Canvas Method is a complete marketing strategy framework built around 6 meta-categories, 24 dimensions, and 9 strategic archetypes. Learn more at marketingcanvas.net or in the book Marketing Strategy, Programmed by Laurent Bouty.

Marketing Canvas - Features

About the Marketing Canvas Method

This article covers dimension 310 — Features, part of the Value Proposition meta-category. The Marketing Canvas Method structures marketing strategy across 24 dimensions and 9 strategic archetypes.
Full framework reference at marketingcanvas.net →  ·  Get the book →

In a nutshell

Features (dimension 310) scores the functional benefits your product delivers — the tangible, measurable things it does. Not your feature list. The strategic question behind the list: does any feature on it give a customer a definitive reason to choose you over every alternative?

Most companies confuse feature presence with feature strategy. Having twenty features means nothing if none of them is the definitive reason to buy. The Marketing Canvas scores Features on three levels — core, differentiating, and unique — precisely to force that distinction.

In the Marketing Canvas, Features sits within the Value Proposition meta-category alongside Emotions (320), Prices (330), and Proof (340). It is the functional foundation of why customers should choose you — the layer that precedes and justifies everything else in the value proposition.

Feature presence vs. feature strategy

The most common Features failure is not having too few features. It is having too many — and none that matters decisively.

LEGO discovered this at near-fatal cost. By 2003, the company was losing $1 million per day. An audit revealed that 94% of product sets were unprofitable. The feature portfolio — 12,500 unique brick elements — had expanded far beyond what the job required. Designers were adding complexity because they could, not because customers needed it. The fix was surgical: cut from 12,500 to 6,500 elements, exit every product line that didn't serve the core job, return to the brick. Revenue tripled within seven years.

The discipline the LEGO case illustrates is canonical: features must align with JTBD, not with engineering ambition. Every feature that doesn't serve the customer's job is complexity without value — it adds cost, confuses communication, and dilutes the one feature that actually makes the difference.

The scoring test is direct: can your team name the single functional benefit that would make a customer choose you over every alternative — and do customers confirm it? If yes, the dimension can score +2 or above. If the team names five features when asked for one, or if customers choose a different reason than the team names, the score stays at +1 or below.

The Value Proposition Canvas allows you to design products and services that customers actually want. In this short video, we walk you through the tool and how it works.

The three levels of features

The Marketing Canvas structures Features across three scored levels:

Core functional benefits (311) — the table-stakes features the category requires. Every competitor has them. Not having them means automatic disqualification. For a cleaning service: cleaning efficacy. For a bank: reliable transaction processing. For a SaaS platform: uptime and security. Core features are not differentiators — they are the price of admission. Failing here means the product is not competitive, not merely uninteresting.

Differentiating functional benefits (312) — features that set you apart from direct competitors. Not unique — other players could have them — but not universally present. For Green Clean: non-toxic formula safe for children and pets. For a bank: 24-hour human support. For a SaaS platform: native integration with the three tools their specific customer segment uses daily. Differentiating features create preference within a consideration set. They are not enough to win alone — they narrow the choice.

Unique functional benefit (313) — the single feature that becomes the primary reason customers choose you. One feature. The discipline of naming exactly one forces strategic prioritisation that most teams resist. For Green Clean: the proprietary formula developed with a university partner — the only independently validated non-toxic cleaning formula in the region. That is the unique feature. Not the packaging. Not the health report. The formula is why a competitor cannot replicate the claim. The other features support it. Only one owns the reason to buy.

Score negative if the product lacks category table-stakes or if no functional benefit is unique. Score positive when you can name the one feature that would make a customer choose you, and customers confirm it without prompting.

Features in the Marketing Canvas

The canonical question

What does your product actually do that solves the customer's problem?

Strategic role: the most tested dimension in the method

Features appears in the Vital 8 of seven of the nine archetypes — more than any other dimension. When in doubt about where to start a strategic audit, start here.

The roles vary by archetype context:

Fatal Brake for A1 (Disruptive Newcomer): A disruptor's entire existence depends on being demonstrably better. If the product lacks a unique functional benefit, disruption is just a pitch. Features must score ≥+2 before any other A1 investment makes sense.

Fatal Brake for A8 (Niche Expert): Expert authority must be grounded in product depth the generalist cannot match. A niche expert with average features is simply a generalist with a narrow audience. The unique feature is what makes the expertise real and defensible.

Fatal Brake for A9 (Category Creator): You cannot create a category around a feature you haven't built. Green Clean's category — "health-first home care" — required the proprietary formula as tangible proof the category was real. Without it, the job definition is a marketing claim, not a business. For A9, features are the physical evidence that the new category exists.

Primary Accelerator for A2 (Efficiency Machine): Operational features — automation, self-service, friction elimination — are the mechanism through which an Efficiency Machine delivers its value. For A2, features are not about superiority. They are about operational execution. Magic (440) is the adjacent dimension, but Features sets the floor.

Primary Accelerator for A5 (Pivot Pioneer): A pivot requires building new features that prove the new direction is real. LEGO's licensing partnerships (Star Wars sets, Harry Potter) and the LEGO Ideas platform were Features decisions that proved the pivot wasn't just a rebrand. For A5, new features are the evidence of transformation.

Secondary Brake for A6 (Value Harvester): A company harvesting maximum cash flow from an existing base must maintain the core and differentiating features that keep customers from churning. Feature decay — letting table-stakes slip — is the fastest way to accelerate churn in an A6 situation.

Growth Driver for A4, A5, A8: In all three, feature expansion into adjacent jobs or deeper niche capabilities is the primary growth lever.

Purpose alignment: the strategic filter

Features also connect directly to Purpose (210). If Green Clean's purpose is "eliminate indoor toxins and make healthy homes the standard," every functional benefit must serve that purpose.

A feature that makes cleaning faster — without improving toxin elimination — is not strategically aligned, even if it is competitively useful. It dilutes the purpose, confuses the positioning, and makes the unique benefit harder to communicate. The purpose is the filter that decides which features belong in the portfolio and which belong elsewhere.

This is the practical test: for each feature in your product, ask "does this serve our purpose?" If the answer is no, the feature is either strategically misaligned or the purpose statement is wrong. One of them needs to change.

Statements for self-assessment

Rate your agreement on a scale from −3 (completely disagree) to +3 (completely agree). There is no zero — the Marketing Canvas forces a directional position on every dimension.

1. Your value proposition has all the core functional benefits required by the category.

2. Your value proposition has a few functional benefits that set you apart from the competition.

3. Your value proposition has a unique functional benefit that defines the single most important reason for customers to choose you.

4. Your value proposition functional benefits are consistent with your brand purpose and positioning.

5. Your value proposition has integrated sustainability in its functional benefits.

(Dimensions 311–314 + 315 in the Marketing Canvas scoring system)

Note on Detailed Track scoring: if averaging sub-question scores produces a mathematical zero, the method rounds to −1. A split score means the dimension is not clearly helping your goal — and "not clearly helping" requires the same investigation as "hurting."

View fullsize

Marketing Canvas Method - Value Proposition - Features by Laurent Bouty

Interpreting your scores

Negative scores (−1 to −3): The product lacks category table-stakes, lacks differentiation, or lacks a unique feature that gives customers a decisive reason to choose. The likely outcome: customers who compare you with alternatives find no compelling reason to prefer you. Competition defaults to price.

Positive scores (+1 to +3): The product meets category expectations, offers differentiated benefits, and has a unique functional benefit that customers name unprompted as the reason they chose you. Features are aligned with JTBD, purpose, and positioning. The feature portfolio is strategic — not just comprehensive.

Case study: Green Clean

Green Clean is a fictional eco-friendly residential cleaning service used as the recurring worked example throughout the Marketing Canvas Method.

Score: −2 to −1 (Weak) Green Clean uses standard commercial cleaning products with a plant-based marketing claim. The cleaning efficacy is below the category leader (EcoPure). There is no feature that differentiates Green Clean from NatureFresh. The "eco-friendly" claim is generic and shared by every competitor in the market. When asked what makes Green Clean different, the founder lists four things — a sign that no single feature has been identified as the decisive reason to choose. The team cannot name the one feature that makes Green Clean the choice. Customers who investigate find nothing that competitors don't also offer. Core features are present. Differentiating features are weak. Unique feature: absent.

Score: +1 to +2 (Developing) Green Clean has developed a proprietary non-toxic cleaning formula in partnership with a university chemistry department. The formula has been independently tested and validated — no competitor in the region has equivalent third-party verification. This is the unique feature. But it is not yet consistently communicated: some marketing materials lead with packaging, others with eco-certification, others with the formula. The unique feature exists but is not yet positioned as the single reason to choose Green Clean. The B-Corp certification is a strong differentiating feature — rare in the market and credible. Core features (cleaning efficacy, reliability, convenience) meet category expectations. The unique feature is built. The strategy around it is not yet fully deployed.

Score: +2 to +3 (Strong) Green Clean's feature portfolio is strategically structured and purposefully communicated. Core: cleaning efficacy verified against market benchmark, reliable scheduling, flexible booking. Differentiating: B-Corp certification (first in region), zero-waste operations, Family Health Report transparency dashboard. Unique: proprietary university-developed formula — the only independently validated non-toxic cleaning formula in the region. Every piece of marketing leads with the formula. Every sales conversation anchors to it. Every competitor analysis uses it as the point of comparison. Customers asked why they chose Green Clean give the same answer: "the formula is the only one that's actually been tested by scientists, not just labelled eco-friendly." The unique feature is owned, communicated, and confirmed by customers.

Connected dimensions

Features does not operate in isolation. Four dimensions connect most directly:

• 110 — JTBD: Features must solve the job. Every feature in the portfolio should trace back to a specific customer job. If a feature cannot be linked to a job, it is either complexity without value or a signal that the job is not yet well-defined.

• 220 — Positioning: Positioning promises what features deliver. A positioning statement of "the indoor health protection company" requires features that deliver health protection — specifically and verifiably. Features that don't support the positioning create a credibility gap the customer will eventually feel.

• 330 — Prices: Features justify the price. Premium pricing requires a unique feature — or a combination of differentiating features — that customers recognise as worth the premium. Without them, premium positioning is a claim, not a value proposition.

• 340 — Proof: Proofs demonstrate features work. The unique feature is only as strong as the evidence behind it. Green Clean's proprietary formula scores +3 on Features because it is backed by independent university validation — that is a Proof (340) asset, not just a feature claim.

Conclusion

Features is the most tested dimension in the Marketing Canvas for a reason: it is the operational core of the value proposition. Every archetype that depends on product superiority, operational execution, or category creation roots that strategy in a specific feature configuration.

The strategic discipline is not to build more features. It is to identify the one feature that is the definitive reason to buy — and then build everything else to support and prove it. LEGO's recovery did not begin with new product innovation. It began with the recognition that the existing product was the right answer, applied incorrectly. Cutting 6,000 brick elements was a Features strategy. It produced a 155% revenue increase in seven years.

The question is not "what do we offer?" It is "what is the one thing that makes a customer choose us?" If the answer takes more than one sentence, the feature strategy is not yet complete.

Sources

1. Alexander Osterwalder, Yves Pigneur, Business Model Generation, Wiley, 2010 — strategyzer.com

2. David Robertson, Bill Breen, Brick by Brick: How LEGO Rewrote the Rules of Innovation and Conquered the Global Toy Industry, Crown Business, 2013

3. Marketing Canvas Method, Appendix E — Dimension 310: Features, Laurent Bouty, 2026

About this dimension

Dimension 310 — Features is part of the Value Proposition meta-category (300) in the Marketing Canvas Method. The Value Proposition meta-category contains four dimensions: Features (310), Emotions (320), Prices (330), and Proof (340).

The Marketing Canvas Method is a complete marketing strategy framework built around 6 meta-categories, 24 dimensions, and 9 strategic archetypes. Learn more at marketingcanvas.net or in the book Marketing Strategy, Programmed by Laurent Bouty.