{"success":true,"count":9,"items":[{"videoId":"q8d9uuO1Cf4","chunkIndex":0,"totalChunks":9,"title":"Value Props: Create a Product People Will Actually Buy — Part 1 of 9","thumbnail":"https://i.ytimg.com/vi/q8d9uuO1Cf4/maxresdefault.jpg","duration":5249,"uploader":"Harvard Innovation Labs","youtubeUrl":"https://www.youtube.com/watch?v=q8d9uuO1Cf4","keywords":["startup","value-proposition","product-management","market-segmentation","customer-development","business","entrepreneurship","mvp","pitching"],"normalizedKeywords":["비즈니스·전략","프로덕트","교육"],"targetAudience":[{"who":"초기 창업자","why":"누구를 위한 제품인지 좁히는 방법이 사업 성패와 직결됨"},{"who":"프로덕트 기획자","why":"고객 문제를 정의하고 세분화하는 프레임을 배울 수 있음"},{"who":"비영리/사회혁신 담당자","why":"사용자와 후원자가 다른 경우의 가치제안 설계가 중요함"},{"who":"학생·주니어","why":"MVP와 최소 시장 세그먼트 개념을 기초부터 이해하기 좋음"}],"normalizedAudience":["창업자·스타트업","프로덕트 매니저·기획자","학생·주니어"],"summary":"이 영상은 '좋은 아이디어'보다 먼저, 누구를 위해 어떤 문제를 해결하는지 분명히 정의하는 것이 가치 제안의 출발점이라고 강조한다. 강연자는 가치 제안을 Define → Evaluate → Build의 프레임워크로 설명하며, 아이디어는 문제나 기회에 연결되기 전에는 의미가 없다고 못 박는다. 특히 고객이 '모두'일 수는 없으며, 최소 실행 가능 세그먼트(MVS)를 찾아 같은 필요를 가진 사람들에게 같은 제품을 반복해서 팔 수 있어야 한다고 주장한다.\n\n또한 비영리나 플랫폼처럼 사용자와 고객(지불자)이 다른 경우에는 두 개의 가치제안이 필요하지만, 출발점은 항상 사용자여야 한다고 설명한다. 후반부에서는 Kazakhstan의 비영리 사례와 신용상품 비교 서비스 사례를 통해, 세분화가 없으면 시장 공략과 메시지 설정이 불가능하다는 점을 보여준다. 전체적으로 이 영상은 제품/사업의 첫 질문을 '무엇을 만들까'가 아니라 '누구의 어떤 문제를 푸는가'로 바꾸게 만드는 실전형 워크숍이다.","insights":["가치제안은 아이디어가 아니라 문제 정의에서 시작된다.","고객이 '모두'면 타깃도 메시지도 결국 사라진다.","사용자와 지불자가 다르면 두 개의 가치제안을 설계해야 한다.","MVS는 반복 판매가 가능한 가장 좁은 시장을 찾는 일이다.","평가의 기준은 내 주장보다 고객의 눈이어야 한다."],"keyClips":[{"clipId":"q8d9uuO1Cf4:c0:1-6","startSegmentIndex":1,"endSegmentIndex":6,"startTime":8.76,"endTime":56,"durationSeconds":47.2,"preview":"가치제안의 출발점","mustSee":false},{"clipId":"q8d9uuO1Cf4:c0:8-12","startSegmentIndex":8,"endSegmentIndex":12,"startTime":59.559,"endTime":106.03999999999999,"durationSeconds":46.5,"preview":"아이디어보다 문제","mustSee":false},{"clipId":"q8d9uuO1Cf4:c0:17-29","startSegmentIndex":17,"endSegmentIndex":29,"startTime":137.64,"endTime":258.199,"durationSeconds":120.6,"preview":"누구를 위한 제품인가","mustSee":false},{"clipId":"q8d9uuO1Cf4:c0:30-34","startSegmentIndex":30,"endSegmentIndex":34,"startTime":258.199,"endTime":312.84,"durationSeconds":54.6,"preview":"세분화 없는 사업의 위험","mustSee":false},{"clipId":"q8d9uuO1Cf4:c0:36-49","startSegmentIndex":36,"endSegmentIndex":49,"startTime":318.919,"endTime":417.52,"durationSeconds":98.6,"preview":"사용자와 지불자","mustSee":false},{"clipId":"q8d9uuO1Cf4:c0:53-58","startSegmentIndex":53,"endSegmentIndex":58,"startTime":454.56,"endTime":529.279,"durationSeconds":74.7,"preview":"MVS를 찾는 법","mustSee":false},{"clipId":"q8d9uuO1Cf4:c0:61-62","startSegmentIndex":61,"endSegmentIndex":62,"startTime":543.48,"endTime":563.8,"durationSeconds":20.3,"preview":"고객의 눈으로 평가","mustSee":false}],"curatedSegments":[{"segmentIndex":21,"text":"I hate faster better cheaper is that there are people out there have more resource than you do as a startup so if kayak or Travelocity or pick your favorite decided to come after you David they're going to have more resource to try to put whatever it is the tech behind what they do and so there's probably something in your secret source that is more than just faster better cheaper maybe it's something that's defensible maybe it's some IP maybe it's something beyond the tech it's a network the way you actually connect to people to get the data for your air fars there may be a whole bunch of things but in the end we want to make sure that you end up there and here's why if you can get to what we call a 3D breakthrough something that's truly disruptive truly discontinuous and really defensible then you as a startup have a chance even with small resources in fact it's the story of why startups succeed is that they make these big breakthroughs they punch through the noise with something that's just completely disruptive like a business model like Google had to use advertising insteading instead of selling software to give away their office suite where Microsoft was having to get you to pay for it was totally disruptive it caused Microsoft to be a dial tone as a stock for many years that's what we mean by this so let's get into these 3DS and see if we can identify some for you so first of all disruptive is as.","startTime":3279.799,"endTime":3358.4,"durationSeconds":79,"level":"C1","overallScore":9.8,"rationale":"스타트업 차별화 원리를 깊게 설명함."},{"segmentIndex":37,"text":"I think is important to sort of use in a general uh sense so that it's not about David's business which is if the customer has something that they're comfortable with and you really are not giving them at least an order of magnitude Improvement in something or a significant gain in something they're not going to do anything Life's Too Short they're too busy rather just carry on doing whatever they're doing the greatest inertia and the greatest reason that people fail is because they're not solving a valuable enough problem that where the gain pain ratio is big enough that somebody will make a change or that'll adopt something.","startTime":4718.4,"endTime":4748.4,"durationSeconds":30,"level":"C1","overallScore":9.8,"rationale":"핵심 원리를 강하게 일반화한 구간."},{"segmentIndex":1,"text":"\"[Music] Value props is one of the most important things that we could possibly spend time on because the number one reason that companies fail is because they're not solving a valuable enough problem, and therefore they don't create the value that's worth investing in, and therefore they fail in their basic form of meeting a need.","startTime":8.76,"endTime":25.64,"durationSeconds":17,"level":"C1","overallScore":8.6,"rationale":"기업 실패 원인 통찰이 크고 표현도 좋음."},{"segmentIndex":15,"text":"We want you to be able to actually build this framework and say, for who that is dissatisfied with what due to some unmet need or problem, you offer a product that solves that, and it provides some key benefits that are compelling enough that people actually want to engage with you.","startTime":115.439,"endTime":134.4,"durationSeconds":19,"level":"C1","overallScore":9,"rationale":"가치제안 템플릿 자체라 매우 유익함."},{"segmentIndex":32,"text":"Now that's a massive problem when you are building a business because if you don't know who your customer is, you don't know what the persona is that you're selling to and how to focus or target on them, etc., and it just is the beginning therefore of why the value proposition statement is so important.","startTime":280.039,"endTime":295.8,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"고객 정의의 중요성을 논리적으로 설명함."},{"segmentIndex":33,"text":"I will underline it by saying the following: if you don't know who your customer is and you think it's everybody, I can tell you you're going to fail by default because trying to boil the ocean and sell to the world at large is a very big uh undertaking for any company.","startTime":295.8,"endTime":309.44,"durationSeconds":14,"level":"C1","overallScore":9,"rationale":"강한 원칙 제시와 고급 표현이 모두 뛰어남."},{"segmentIndex":57,"text":"The mvs simply says you want to find one path where you get the same needs for the same users that allows you to sell the same product over and over again without you having to change the product.","startTime":499.12,"endTime":513.919,"durationSeconds":15,"level":"C1","overallScore":8.8,"rationale":"MVS 정의가 명확하고 반복 판매 원리를 담음."},{"segmentIndex":18,"text":"I want to make sure that we give gave you airtime for this not every problem that comes through the iLab is a problem that's technology like the iPhones not you know getting to work it can be a social problem like this is a really big challenge for a nation that's trying to develop its people that they can't get the education and the resources they need it causes huge unrest great unhappiness and guess what that population is not going to get out of their third world status unless they get the education they need this is a really unworkable problem this is one of the biggest problems of our time is that we have huge social divide so thank you for addressing it and thanks for taking that mission up that's an example of an unworkable problem anybody got any questions or an idea of where their particular thing is unworkable today so uh.","startTime":944.16,"endTime":987.72,"durationSeconds":44,"level":"C1","overallScore":8.8,"rationale":"사회적 함의를 넓게 짚는 고밀도 설명."},{"segmentIndex":25,"text":"I'll go ahead and give an example just to contextualize that for example oral cancer if you think that oh you may just need to raise awareness but the problem may not be related to awareness the problem may be related to access of care there's lack of access so you could say you know what's unworkable is that there's no awareness and you would be claiming patience but in fact there's just lack of care access to care so yeah you answered your own question by the way which is great uh because you said quite rightly it might be this or it might be that and so what would you do you'd keep drilling on the question you asked yourself until you found what is the root cause of it and so honest answer is many times the reason customers sorry um startups fail is because they don't do what you were doing which is to say well it could be this it could be that who should you go to ask the question it's on the board our customers obviously yeah just go and ask the user okay tell me what the real problem is here tell me what's at the root of this is it lack of awareness or is it lack of availability or is it my inability to use the product or the service or whatever it might be does that make sense again the answer is going to be so obvious when.","startTime":1101.88,"endTime":1179.08,"durationSeconds":77,"level":"C1","overallScore":9,"rationale":"원인 검증법을 구체적으로 보여줘 매우 유익함."},{"segmentIndex":18,"text":"I'll give you a little clue here what you want to do here is say rather than even introduce what you do whenever you talk to your potential user or customer ask them what their number one priority is right now don't ask them about or don't tell them anything about you just say what's your number one priority if you get up in the morning tomorrow what's the number one thing you need to focus on and why and then if they tell you say when do you think you're going get to number two and then let them tell you number two often times they won't even get to number two what you'll find out is that there's some pain point that they really have that's really so compelling that's what they're focused on and obviously if you can address that you're in a good spot if you can't expect to get delayed and to get deprioritized and to be spending time waiting to get engaged on your value problem so that's why urgent is so important now let me give you another startup secret which is pretty obvious which is that sometimes certain shifts in the market create urgency so a good example right now is how many of you have mobile phones duh all of you right but if.","startTime":1560.48,"endTime":1628.12,"durationSeconds":68,"level":"C1","overallScore":9.2,"rationale":"고객 우선순위 조사법이 매우 실용적."},{"segmentIndex":18,"text":"I always want to say when. I Mentor at the IAB is don't be afraid to recognize that what you're trying to do is not a good thing to do uh really seriously because you know this is your life so you don't want to spend it on something that's not a real problem that you can solve as a startup and so what you just identified.","startTime":2098.92,"endTime":2115.28,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"창업 판단 기준을 강하게 조언함."},{"segmentIndex":24,"text":"and they have an unavoidable problem because they have to prove to their vice president that this experiment was worth it and what our software does is basically provide a very clear interpretable report that shows to other stakeholders that what they're doing is important and if they didn't how much money would they lose potentially um well if the drug fails to go to market because they didn't discover the right biomarkers it would be billions there you go so this is what we want to try to do and thank you Dan that was a brilliant example is we want to try to identify the problem in a way that your user or your buyer is going to say well of course.","startTime":2162.24,"endTime":2199.76,"durationSeconds":38,"level":"C1","overallScore":9,"rationale":"구매자 관점의 가치 설명이 매우 선명함."},{"segmentIndex":26,"text":"I can't even identify the right biomarkers now you're going to get people's attention now you're going to build something that is compelling that causes people to act and want to buy that's why these four years are so important great example all right uh next framework is a fun one it's actually one of my favorites because um IT addresses this question that came up with B to C so.","startTime":2204.64,"endTime":2224.8,"durationSeconds":20,"level":"C1","overallScore":9,"rationale":"좋은 가치제안 원리를 명확히 정리함."},{"segmentIndex":29,"text":"I would argue that every one of you has what some people call maso's hierarchy of needs or some other you know form of it social needs security needs physical needs emotional needs you know economic needs Etc these are all needs we have and basically if we don't have the met we end up in a bad place so what is it that Facebook addresses for us what need is it connection people it's a huge need do you know what the number one cause of unhappiness in the world is loneliness the number one finding of the longest study at Harvard ever since 1938 of happiness is one thing connection when people have social connection they are happier so this is a very big need that's what Facebook addresses and by the way social networks in general address now there's lots of other things to do.","startTime":2238.599,"endTime":2295.56,"durationSeconds":57,"level":"C1","overallScore":9,"rationale":"서비스가 충족하는 핵심 욕구를 통찰함."},{"segmentIndex":30,"text":"I always joke about it on the other side which is you know guess what we all want to meet people and date and eventually you know find somebody to partner with and get married have kids whatever it is not all but generally speaking that's a huge need so that's why things like Bumble took off or at the Other Extreme why Facebook in the first place took off because people just wanted to connect to get together on uh different things that they had similar interests around huge things build from that so anyway B toce if that makes sense different approach different framework but s similar principle at some point it becomes unworkable for people for example that are in um you know foreign Nations to stay in touch with their families back home without a social network WhatsApp took off for that very reason way too expensive to pick up the phone and call home tremendously cheap to do it on WhatsApp for free basically that's why it took off that was actually a critical need for people there are whole industries that have built on that for example Financial Services in the third world is still incredibly expensive to do things like do basic payments and send money around the place but on social networks webo and tensent in China for example that was enabling of that uh and solving of that problem all right so.","startTime":2295.56,"endTime":2373.92,"durationSeconds":78,"level":"C1","overallScore":9.2,"rationale":"욕구·비용·확산 이유를 풍부히 설명함."},{"segmentIndex":7,"text":"and they want to show up it's also underserved in the sense that people can't afford to get access to those things let alone uh you know do it for one particular thing and it's really interesting by the way it's unavoidable for certain people who feel like they've got to show up not in their boyfriend's hoodie but actually looking smart for their parents for example when they're going to an event uh there's so many reasons why this is something that just was underserved as a result because the only Pro alternative solution to it was going and spending a lot of money on a one-off basis that just made it completely unworkable so anyway lots of views about Rent the Runway and one of the things that's interesting about it by the way is it's really struggled as a business despite that and that's because its business model is tough and that's why we did the session last time so working with a great value prop is not the only part of a business that's important it's one part of it if you can't make it economically viable which is what we talked about last session it's still not going to be sustainable so that's how to think about these two workshops that we just did last time and this time together the second thing.","startTime":2471.2,"endTime":2533.079,"durationSeconds":62,"level":"C1","overallScore":8.8,"rationale":"가치제안과 사업성 한계를 잘 설명."},{"segmentIndex":8,"text":"I promised to do was to talk a little bit about the U uh latent need that you brought up so there are often times needs that start out as latent meaning people don't think about them day-to-day they're not like at the top of their mind and aspirational we just gave you an example which is a latent need is to look good you don't necessarily think of it every day but you do want to get up and feel good and it's aspirational also in the sense that when you're looking good and feeling good guess what you can probably feel like more confident to do your job or your work or you know play your sport or whatever else it is but certain needs evolve to becoming really critical and blatantly so let's take an example how many of you have an iPad do you think that's blatantly critical or is it latent and aspirational critical tell me more tell aspirational critical tell me more.","startTime":2533.079,"endTime":2590.28,"durationSeconds":57,"level":"C1","overallScore":8.8,"rationale":"잠재 니즈 개념 설명이 매우 유익함."},{"segmentIndex":22,"text":"I try to say about this framework is as follows try to understand your use case is it something people think is just ah nice to have or is it really critical and if you can identify the difference between something that's nice to have and must have guess which one you want to be in duh you want to be in the top right there but again ask your user find out what they're doing with it if the iPad had never made its way into medicine or you know flight uh navigation all those other critical applications probably wouldn't have taken off but it's made its way into a lot of those things and then for some users in the betc class they critically consider this their entertainment to be like.","startTime":2685.52,"endTime":2725.4,"durationSeconds":40,"level":"C1","overallScore":9,"rationale":"프레임워크 설명과 표현 가치가 큼."},{"segmentIndex":29,"text":"I've drawn above but anyway it's starting a fresh the answer is that one of the most amazing things about Steve Jobs is he was somebody that people said never talk to users he's famous for it like it was his idea to come up with the iPad but what he was brilliant at was identifying he had great vision for what this thing could be and then he built the important piece which is a whole business opportunity for many markets which is a platform that said anybody in here can take my device here use my platform and build the application they particularly need and so guess what hundreds then thousands then tens of thousands now millions of applications have been built for that platform and this is a business model that is really fascinating and whole studion of itself that we could get into it's a very viable way to build products what it really says is as follows you've got to make this platform easy enough for your idea to be adopted by the users and to solve their own problem for example you remember in the last session.","startTime":2791.119,"endTime":2858.52,"durationSeconds":67,"level":"C1","overallScore":9,"rationale":"플랫폼 전략 통찰이 매우 풍부함."},{"segmentIndex":8,"text":"I gave you the example that when the phones couldn't be provisioned on networks they were just bricks they were useless or if you don't have the app that solves your particular problem it's also useless to you so what you want to do is figure out what are those dependencies those external factors that you need to work with in order for your product to meet the needs end to endend the solution if you will and if you don't pay attention to those again you'll be selling something that can't really solve the problem that you're trying to address so it's in the workbook you can go look it up there's some examples including Apple pay which is quite a fun one and also Tesla which is another fun one uh which is still to this day having a big dependency on charging stations and the availability of electrical you know uh access for people to really say oh.","startTime":3085.24,"endTime":3127.4,"durationSeconds":42,"level":"C1","overallScore":8.6,"rationale":"의존성 분석의 중요성을 구체화함."}],"generatedAt":"2026-06-24T23:34:44.699Z","keyClipsTotalSec":1456},{"videoId":"q8d9uuO1Cf4","chunkIndex":1,"totalChunks":9,"title":"Value Props: Create a Product People Will Actually Buy — Part 2 of 9","thumbnail":"https://i.ytimg.com/vi/q8d9uuO1Cf4/maxresdefault.jpg","duration":5249,"uploader":"Harvard Innovation Labs","youtubeUrl":"https://www.youtube.com/watch?v=q8d9uuO1Cf4","keywords":["startup","value-proposition","customer-research","product-strategy","problem-definition","business","innovation","market-fit","user-centered-design"],"normalizedKeywords":["비즈니스·전략","프로덕트","교육"],"targetAudience":[{"who":"초기 단계 창업자","why":"누구를 위해 어떤 문제를 풀지 정의하는 법을 직접 배울 수 있음"},{"who":"프로덕트 매니저","why":"고객 관점에서 문제를 재정의하는 프레임을 얻을 수 있음"},{"who":"학생·주니어","why":"좋은 문제 정의와 사용자 인터뷰의 기본 원리를 익히기 좋음"}],"normalizedAudience":["창업자·스타트업","프로덕트 매니저·기획자","학생·주니어"],"summary":"이 영상은 좋은 가치 제안(value proposition)의 출발점이 '무엇을 만들까'가 아니라 '누구의 어떤 문제를 풀까'를 명확히 하는 데 있다고 강조한다. 특히 문제를 정의할 때는 사용자 관점에서 보아야 하며, 고객에게 직접 물어 루트 원인을 찾아야 한다고 말한다. 이를 위해 unworkable, unavoidable, urgent, underserved라는 프레임을 소개하고, iPhone 초기 활성화 문제와 사회적 교육 불평등 같은 예시로 설명한다.\n\n핵심 메시지는 문제를 흐리게 추측하지 말고, 사용자의 실제 고통과 결과를 기준으로 문제를 단단하게 정의하라는 것이다. 문제를 잘 정의할수록 팀의 방향이 맞춰지고, 제품이나 서비스가 실제로 필요한 수준으로 설계될 가능성이 높아진다.","insights":["좋은 제품은 기능이 아니라 '정의된 문제'에서 시작된다.","문제 정의가 흐리면 팀은 무엇을 만들어야 할지 합의하지 못한다.","가장 강한 문제는 결과가 심각해 방치할 수 없는 문제다.","추측보다 사용자에게 직접 물어 루트 원인을 찾아야 한다.","사회문제도 unworkable한 제품 문제만큼 강한 가치 제안이 될 수 있다."],"keyClips":[{"clipId":"q8d9uuO1Cf4:c1:1-2","startSegmentIndex":1,"endSegmentIndex":2,"startTime":601.75,"endTime":688.24,"durationSeconds":86.5,"preview":"사용자 관점이 출발점","mustSee":false},{"clipId":"q8d9uuO1Cf4:c1:2-5","startSegmentIndex":2,"endSegmentIndex":5,"startTime":610.2,"endTime":718.9590000000001,"durationSeconds":108.8,"preview":"문제정의의 틀","mustSee":true},{"clipId":"q8d9uuO1Cf4:c1:7-9","startSegmentIndex":7,"endSegmentIndex":9,"startTime":725.48,"endTime":753.279,"durationSeconds":27.8,"preview":"구체 사례로 보는 문제","mustSee":false},{"clipId":"q8d9uuO1Cf4:c1:11-18","startSegmentIndex":11,"endSegmentIndex":18,"startTime":770.76,"endTime":987.72,"durationSeconds":217,"preview":"진짜 긴급한 문제","mustSee":true},{"clipId":"q8d9uuO1Cf4:c1:22-26","startSegmentIndex":22,"endSegmentIndex":26,"startTime":1048.88,"endTime":1191.84,"durationSeconds":143,"preview":"정답은 사용자에게","mustSee":false}],"curatedSegments":[{"segmentIndex":21,"text":"I hate faster better cheaper is that there are people out there have more resource than you do as a startup so if kayak or Travelocity or pick your favorite decided to come after you David they're going to have more resource to try to put whatever it is the tech behind what they do and so there's probably something in your secret source that is more than just faster better cheaper maybe it's something that's defensible maybe it's some IP maybe it's something beyond the tech it's a network the way you actually connect to people to get the data for your air fars there may be a whole bunch of things but in the end we want to make sure that you end up there and here's why if you can get to what we call a 3D breakthrough something that's truly disruptive truly discontinuous and really defensible then you as a startup have a chance even with small resources in fact it's the story of why startups succeed is that they make these big breakthroughs they punch through the noise with something that's just completely disruptive like a business model like Google had to use advertising insteading instead of selling software to give away their office suite where Microsoft was having to get you to pay for it was totally disruptive it caused Microsoft to be a dial tone as a stock for many years that's what we mean by this so let's get into these 3DS and see if we can identify some for you so first of all disruptive is as.","startTime":3279.799,"endTime":3358.4,"durationSeconds":79,"level":"C1","overallScore":9.8,"rationale":"스타트업 차별화 원리를 깊게 설명함."},{"segmentIndex":37,"text":"I think is important to sort of use in a general uh sense so that it's not about David's business which is if the customer has something that they're comfortable with and you really are not giving them at least an order of magnitude Improvement in something or a significant gain in something they're not going to do anything Life's Too Short they're too busy rather just carry on doing whatever they're doing the greatest inertia and the greatest reason that people fail is because they're not solving a valuable enough problem that where the gain pain ratio is big enough that somebody will make a change or that'll adopt something.","startTime":4718.4,"endTime":4748.4,"durationSeconds":30,"level":"C1","overallScore":9.8,"rationale":"핵심 원리를 강하게 일반화한 구간."},{"segmentIndex":1,"text":"\"[Music] Value props is one of the most important things that we could possibly spend time on because the number one reason that companies fail is because they're not solving a valuable enough problem, and therefore they don't create the value that's worth investing in, and therefore they fail in their basic form of meeting a need.","startTime":8.76,"endTime":25.64,"durationSeconds":17,"level":"C1","overallScore":8.6,"rationale":"기업 실패 원인 통찰이 크고 표현도 좋음."},{"segmentIndex":15,"text":"We want you to be able to actually build this framework and say, for who that is dissatisfied with what due to some unmet need or problem, you offer a product that solves that, and it provides some key benefits that are compelling enough that people actually want to engage with you.","startTime":115.439,"endTime":134.4,"durationSeconds":19,"level":"C1","overallScore":9,"rationale":"가치제안 템플릿 자체라 매우 유익함."},{"segmentIndex":32,"text":"Now that's a massive problem when you are building a business because if you don't know who your customer is, you don't know what the persona is that you're selling to and how to focus or target on them, etc., and it just is the beginning therefore of why the value proposition statement is so important.","startTime":280.039,"endTime":295.8,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"고객 정의의 중요성을 논리적으로 설명함."},{"segmentIndex":33,"text":"I will underline it by saying the following: if you don't know who your customer is and you think it's everybody, I can tell you you're going to fail by default because trying to boil the ocean and sell to the world at large is a very big uh undertaking for any company.","startTime":295.8,"endTime":309.44,"durationSeconds":14,"level":"C1","overallScore":9,"rationale":"강한 원칙 제시와 고급 표현이 모두 뛰어남."},{"segmentIndex":57,"text":"The mvs simply says you want to find one path where you get the same needs for the same users that allows you to sell the same product over and over again without you having to change the product.","startTime":499.12,"endTime":513.919,"durationSeconds":15,"level":"C1","overallScore":8.8,"rationale":"MVS 정의가 명확하고 반복 판매 원리를 담음."},{"segmentIndex":18,"text":"I want to make sure that we give gave you airtime for this not every problem that comes through the iLab is a problem that's technology like the iPhones not you know getting to work it can be a social problem like this is a really big challenge for a nation that's trying to develop its people that they can't get the education and the resources they need it causes huge unrest great unhappiness and guess what that population is not going to get out of their third world status unless they get the education they need this is a really unworkable problem this is one of the biggest problems of our time is that we have huge social divide so thank you for addressing it and thanks for taking that mission up that's an example of an unworkable problem anybody got any questions or an idea of where their particular thing is unworkable today so uh.","startTime":944.16,"endTime":987.72,"durationSeconds":44,"level":"C1","overallScore":8.8,"rationale":"사회적 함의를 넓게 짚는 고밀도 설명."},{"segmentIndex":25,"text":"I'll go ahead and give an example just to contextualize that for example oral cancer if you think that oh you may just need to raise awareness but the problem may not be related to awareness the problem may be related to access of care there's lack of access so you could say you know what's unworkable is that there's no awareness and you would be claiming patience but in fact there's just lack of care access to care so yeah you answered your own question by the way which is great uh because you said quite rightly it might be this or it might be that and so what would you do you'd keep drilling on the question you asked yourself until you found what is the root cause of it and so honest answer is many times the reason customers sorry um startups fail is because they don't do what you were doing which is to say well it could be this it could be that who should you go to ask the question it's on the board our customers obviously yeah just go and ask the user okay tell me what the real problem is here tell me what's at the root of this is it lack of awareness or is it lack of availability or is it my inability to use the product or the service or whatever it might be does that make sense again the answer is going to be so obvious when.","startTime":1101.88,"endTime":1179.08,"durationSeconds":77,"level":"C1","overallScore":9,"rationale":"원인 검증법을 구체적으로 보여줘 매우 유익함."},{"segmentIndex":18,"text":"I'll give you a little clue here what you want to do here is say rather than even introduce what you do whenever you talk to your potential user or customer ask them what their number one priority is right now don't ask them about or don't tell them anything about you just say what's your number one priority if you get up in the morning tomorrow what's the number one thing you need to focus on and why and then if they tell you say when do you think you're going get to number two and then let them tell you number two often times they won't even get to number two what you'll find out is that there's some pain point that they really have that's really so compelling that's what they're focused on and obviously if you can address that you're in a good spot if you can't expect to get delayed and to get deprioritized and to be spending time waiting to get engaged on your value problem so that's why urgent is so important now let me give you another startup secret which is pretty obvious which is that sometimes certain shifts in the market create urgency so a good example right now is how many of you have mobile phones duh all of you right but if.","startTime":1560.48,"endTime":1628.12,"durationSeconds":68,"level":"C1","overallScore":9.2,"rationale":"고객 우선순위 조사법이 매우 실용적."},{"segmentIndex":18,"text":"I always want to say when. I Mentor at the IAB is don't be afraid to recognize that what you're trying to do is not a good thing to do uh really seriously because you know this is your life so you don't want to spend it on something that's not a real problem that you can solve as a startup and so what you just identified.","startTime":2098.92,"endTime":2115.28,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"창업 판단 기준을 강하게 조언함."},{"segmentIndex":24,"text":"and they have an unavoidable problem because they have to prove to their vice president that this experiment was worth it and what our software does is basically provide a very clear interpretable report that shows to other stakeholders that what they're doing is important and if they didn't how much money would they lose potentially um well if the drug fails to go to market because they didn't discover the right biomarkers it would be billions there you go so this is what we want to try to do and thank you Dan that was a brilliant example is we want to try to identify the problem in a way that your user or your buyer is going to say well of course.","startTime":2162.24,"endTime":2199.76,"durationSeconds":38,"level":"C1","overallScore":9,"rationale":"구매자 관점의 가치 설명이 매우 선명함."},{"segmentIndex":26,"text":"I can't even identify the right biomarkers now you're going to get people's attention now you're going to build something that is compelling that causes people to act and want to buy that's why these four years are so important great example all right uh next framework is a fun one it's actually one of my favorites because um IT addresses this question that came up with B to C so.","startTime":2204.64,"endTime":2224.8,"durationSeconds":20,"level":"C1","overallScore":9,"rationale":"좋은 가치제안 원리를 명확히 정리함."},{"segmentIndex":29,"text":"I would argue that every one of you has what some people call maso's hierarchy of needs or some other you know form of it social needs security needs physical needs emotional needs you know economic needs Etc these are all needs we have and basically if we don't have the met we end up in a bad place so what is it that Facebook addresses for us what need is it connection people it's a huge need do you know what the number one cause of unhappiness in the world is loneliness the number one finding of the longest study at Harvard ever since 1938 of happiness is one thing connection when people have social connection they are happier so this is a very big need that's what Facebook addresses and by the way social networks in general address now there's lots of other things to do.","startTime":2238.599,"endTime":2295.56,"durationSeconds":57,"level":"C1","overallScore":9,"rationale":"서비스가 충족하는 핵심 욕구를 통찰함."},{"segmentIndex":30,"text":"I always joke about it on the other side which is you know guess what we all want to meet people and date and eventually you know find somebody to partner with and get married have kids whatever it is not all but generally speaking that's a huge need so that's why things like Bumble took off or at the Other Extreme why Facebook in the first place took off because people just wanted to connect to get together on uh different things that they had similar interests around huge things build from that so anyway B toce if that makes sense different approach different framework but s similar principle at some point it becomes unworkable for people for example that are in um you know foreign Nations to stay in touch with their families back home without a social network WhatsApp took off for that very reason way too expensive to pick up the phone and call home tremendously cheap to do it on WhatsApp for free basically that's why it took off that was actually a critical need for people there are whole industries that have built on that for example Financial Services in the third world is still incredibly expensive to do things like do basic payments and send money around the place but on social networks webo and tensent in China for example that was enabling of that uh and solving of that problem all right so.","startTime":2295.56,"endTime":2373.92,"durationSeconds":78,"level":"C1","overallScore":9.2,"rationale":"욕구·비용·확산 이유를 풍부히 설명함."},{"segmentIndex":7,"text":"and they want to show up it's also underserved in the sense that people can't afford to get access to those things let alone uh you know do it for one particular thing and it's really interesting by the way it's unavoidable for certain people who feel like they've got to show up not in their boyfriend's hoodie but actually looking smart for their parents for example when they're going to an event uh there's so many reasons why this is something that just was underserved as a result because the only Pro alternative solution to it was going and spending a lot of money on a one-off basis that just made it completely unworkable so anyway lots of views about Rent the Runway and one of the things that's interesting about it by the way is it's really struggled as a business despite that and that's because its business model is tough and that's why we did the session last time so working with a great value prop is not the only part of a business that's important it's one part of it if you can't make it economically viable which is what we talked about last session it's still not going to be sustainable so that's how to think about these two workshops that we just did last time and this time together the second thing.","startTime":2471.2,"endTime":2533.079,"durationSeconds":62,"level":"C1","overallScore":8.8,"rationale":"가치제안과 사업성 한계를 잘 설명."},{"segmentIndex":8,"text":"I promised to do was to talk a little bit about the U uh latent need that you brought up so there are often times needs that start out as latent meaning people don't think about them day-to-day they're not like at the top of their mind and aspirational we just gave you an example which is a latent need is to look good you don't necessarily think of it every day but you do want to get up and feel good and it's aspirational also in the sense that when you're looking good and feeling good guess what you can probably feel like more confident to do your job or your work or you know play your sport or whatever else it is but certain needs evolve to becoming really critical and blatantly so let's take an example how many of you have an iPad do you think that's blatantly critical or is it latent and aspirational critical tell me more tell aspirational critical tell me more.","startTime":2533.079,"endTime":2590.28,"durationSeconds":57,"level":"C1","overallScore":8.8,"rationale":"잠재 니즈 개념 설명이 매우 유익함."},{"segmentIndex":22,"text":"I try to say about this framework is as follows try to understand your use case is it something people think is just ah nice to have or is it really critical and if you can identify the difference between something that's nice to have and must have guess which one you want to be in duh you want to be in the top right there but again ask your user find out what they're doing with it if the iPad had never made its way into medicine or you know flight uh navigation all those other critical applications probably wouldn't have taken off but it's made its way into a lot of those things and then for some users in the betc class they critically consider this their entertainment to be like.","startTime":2685.52,"endTime":2725.4,"durationSeconds":40,"level":"C1","overallScore":9,"rationale":"프레임워크 설명과 표현 가치가 큼."},{"segmentIndex":29,"text":"I've drawn above but anyway it's starting a fresh the answer is that one of the most amazing things about Steve Jobs is he was somebody that people said never talk to users he's famous for it like it was his idea to come up with the iPad but what he was brilliant at was identifying he had great vision for what this thing could be and then he built the important piece which is a whole business opportunity for many markets which is a platform that said anybody in here can take my device here use my platform and build the application they particularly need and so guess what hundreds then thousands then tens of thousands now millions of applications have been built for that platform and this is a business model that is really fascinating and whole studion of itself that we could get into it's a very viable way to build products what it really says is as follows you've got to make this platform easy enough for your idea to be adopted by the users and to solve their own problem for example you remember in the last session.","startTime":2791.119,"endTime":2858.52,"durationSeconds":67,"level":"C1","overallScore":9,"rationale":"플랫폼 전략 통찰이 매우 풍부함."},{"segmentIndex":8,"text":"I gave you the example that when the phones couldn't be provisioned on networks they were just bricks they were useless or if you don't have the app that solves your particular problem it's also useless to you so what you want to do is figure out what are those dependencies those external factors that you need to work with in order for your product to meet the needs end to endend the solution if you will and if you don't pay attention to those again you'll be selling something that can't really solve the problem that you're trying to address so it's in the workbook you can go look it up there's some examples including Apple pay which is quite a fun one and also Tesla which is another fun one uh which is still to this day having a big dependency on charging stations and the availability of electrical you know uh access for people to really say oh.","startTime":3085.24,"endTime":3127.4,"durationSeconds":42,"level":"C1","overallScore":8.6,"rationale":"의존성 분석의 중요성을 구체화함."}],"generatedAt":"2026-06-24T23:35:11.471Z","keyClipsTotalSec":1456},{"videoId":"q8d9uuO1Cf4","chunkIndex":2,"totalChunks":9,"title":"Value Props: Create a Product People Will Actually Buy — Part 3 of 9","thumbnail":"https://i.ytimg.com/vi/q8d9uuO1Cf4/maxresdefault.jpg","duration":5249,"uploader":"Harvard Innovation Labs","youtubeUrl":"https://www.youtube.com/watch?v=q8d9uuO1Cf4","keywords":["startup","value-proposition","urgency","customer-development","market-shifts","product-market-fit","business-strategy","education","healthcare","ai"],"normalizedKeywords":["비즈니스·전략","프로덕트","교육"],"targetAudience":[{"who":"초기 단계 창업자","why":"고객이 실제로 급하게 느끼는 문제를 찾아야 한다는 기준을 배울 수 있음"},{"who":"프로덕트 매니저","why":"우선순위 질문과 고객 세분화로 가치 제안을 검증하는 관점을 얻을 수 있음"},{"who":"학생·주니어","why":"제품 아이디어를 '멋짐'이 아니라 '긴급성'으로 평가하는 법을 익힐 수 있음"}],"normalizedAudience":["창업자·스타트업","프로덕트 매니저·기획자","학생·주니어"],"summary":"이 영상은 제품 가치 제안에서 '긴급성(urgency)'이 얼마나 중요한지 설명한다. 사람들은 모두가 필요하다고 느끼는 제품보다, 지금 당장 더 중요한 문제를 해결하는 제품에 먼저 반응하므로, 창업자는 고객의 현재 우선순위를 정확히 알아야 한다는 점을 강조한다. 이를 위해 고객에게 먼저 자신의 우선순위를 묻고, 그들이 이미 겪고 있는 가장 큰 고통과 맞닿아야 한다고 말한다.\n\n또한 긴급성은 고정된 것이 아니라 시장 변화로 만들어질 수 있다고 본다. 모바일 뱅킹의 등장, AI 확산처럼 산업 전반의 변화가 새로운 수요와 기회를 만들며, 때로는 스타트업이 사용자보다 먼저 문제를 보고 시장을 여는 경우도 있다. 교육용 로봇 장난감 사례를 통해, 개인적 문제의식이 정부 정책과 교육 커리큘럼으로 이어지면 뒤늦게 시장이 폭발적으로 움직일 수 있다는 점도 보여준다.","insights":["가치 제안은 '좋은 아이디어'보다 '지금 급한 문제'에 달려 있다.","고객의 1순위가 아니면 당신의 제품도 쉽게 밀린다.","긴급성은 시장 변화가 만들고, 스타트업은 그 파도를 탈 수 있다.","고객보다 먼저 문제를 보면, 나중에 시장이 따라올 수 있다.","우선순위를 묻는 질문 하나가 제품 실패를 크게 줄인다."],"keyClips":[{"clipId":"q8d9uuO1Cf4:c2:1-9","startSegmentIndex":1,"endSegmentIndex":9,"startTime":1200.43,"endTime":1371.159,"durationSeconds":170.7,"preview":"불가피한 문제의 시장","mustSee":false},{"clipId":"q8d9uuO1Cf4:c2:10-18","startSegmentIndex":10,"endSegmentIndex":18,"startTime":1371.159,"endTime":1628.12,"durationSeconds":257,"preview":"긴급성은 상대적이다","mustSee":true},{"clipId":"q8d9uuO1Cf4:c2:19-22","startSegmentIndex":19,"endSegmentIndex":22,"startTime":1628.12,"endTime":1693.519,"durationSeconds":65.4,"preview":"시장이 긴급함을 만든다","mustSee":false},{"clipId":"q8d9uuO1Cf4:c2:23-26","startSegmentIndex":23,"endSegmentIndex":26,"startTime":1693.519,"endTime":1784.44,"durationSeconds":90.9,"preview":"먼저 본 문제의 힘","mustSee":false},{"clipId":"q8d9uuO1Cf4:c2:27-29","startSegmentIndex":27,"endSegmentIndex":29,"startTime":1784.44,"endTime":1806.519,"durationSeconds":22.1,"preview":"더 중요한 일 묻기","mustSee":false}],"curatedSegments":[{"segmentIndex":21,"text":"I hate faster better cheaper is that there are people out there have more resource than you do as a startup so if kayak or Travelocity or pick your favorite decided to come after you David they're going to have more resource to try to put whatever it is the tech behind what they do and so there's probably something in your secret source that is more than just faster better cheaper maybe it's something that's defensible maybe it's some IP maybe it's something beyond the tech it's a network the way you actually connect to people to get the data for your air fars there may be a whole bunch of things but in the end we want to make sure that you end up there and here's why if you can get to what we call a 3D breakthrough something that's truly disruptive truly discontinuous and really defensible then you as a startup have a chance even with small resources in fact it's the story of why startups succeed is that they make these big breakthroughs they punch through the noise with something that's just completely disruptive like a business model like Google had to use advertising insteading instead of selling software to give away their office suite where Microsoft was having to get you to pay for it was totally disruptive it caused Microsoft to be a dial tone as a stock for many years that's what we mean by this so let's get into these 3DS and see if we can identify some for you so first of all disruptive is as.","startTime":3279.799,"endTime":3358.4,"durationSeconds":79,"level":"C1","overallScore":9.8,"rationale":"스타트업 차별화 원리를 깊게 설명함."},{"segmentIndex":37,"text":"I think is important to sort of use in a general uh sense so that it's not about David's business which is if the customer has something that they're comfortable with and you really are not giving them at least an order of magnitude Improvement in something or a significant gain in something they're not going to do anything Life's Too Short they're too busy rather just carry on doing whatever they're doing the greatest inertia and the greatest reason that people fail is because they're not solving a valuable enough problem that where the gain pain ratio is big enough that somebody will make a change or that'll adopt something.","startTime":4718.4,"endTime":4748.4,"durationSeconds":30,"level":"C1","overallScore":9.8,"rationale":"핵심 원리를 강하게 일반화한 구간."},{"segmentIndex":1,"text":"\"[Music] Value props is one of the most important things that we could possibly spend time on because the number one reason that companies fail is because they're not solving a valuable enough problem, and therefore they don't create the value that's worth investing in, and therefore they fail in their basic form of meeting a need.","startTime":8.76,"endTime":25.64,"durationSeconds":17,"level":"C1","overallScore":8.6,"rationale":"기업 실패 원인 통찰이 크고 표현도 좋음."},{"segmentIndex":15,"text":"We want you to be able to actually build this framework and say, for who that is dissatisfied with what due to some unmet need or problem, you offer a product that solves that, and it provides some key benefits that are compelling enough that people actually want to engage with you.","startTime":115.439,"endTime":134.4,"durationSeconds":19,"level":"C1","overallScore":9,"rationale":"가치제안 템플릿 자체라 매우 유익함."},{"segmentIndex":32,"text":"Now that's a massive problem when you are building a business because if you don't know who your customer is, you don't know what the persona is that you're selling to and how to focus or target on them, etc., and it just is the beginning therefore of why the value proposition statement is so important.","startTime":280.039,"endTime":295.8,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"고객 정의의 중요성을 논리적으로 설명함."},{"segmentIndex":33,"text":"I will underline it by saying the following: if you don't know who your customer is and you think it's everybody, I can tell you you're going to fail by default because trying to boil the ocean and sell to the world at large is a very big uh undertaking for any company.","startTime":295.8,"endTime":309.44,"durationSeconds":14,"level":"C1","overallScore":9,"rationale":"강한 원칙 제시와 고급 표현이 모두 뛰어남."},{"segmentIndex":57,"text":"The mvs simply says you want to find one path where you get the same needs for the same users that allows you to sell the same product over and over again without you having to change the product.","startTime":499.12,"endTime":513.919,"durationSeconds":15,"level":"C1","overallScore":8.8,"rationale":"MVS 정의가 명확하고 반복 판매 원리를 담음."},{"segmentIndex":18,"text":"I want to make sure that we give gave you airtime for this not every problem that comes through the iLab is a problem that's technology like the iPhones not you know getting to work it can be a social problem like this is a really big challenge for a nation that's trying to develop its people that they can't get the education and the resources they need it causes huge unrest great unhappiness and guess what that population is not going to get out of their third world status unless they get the education they need this is a really unworkable problem this is one of the biggest problems of our time is that we have huge social divide so thank you for addressing it and thanks for taking that mission up that's an example of an unworkable problem anybody got any questions or an idea of where their particular thing is unworkable today so uh.","startTime":944.16,"endTime":987.72,"durationSeconds":44,"level":"C1","overallScore":8.8,"rationale":"사회적 함의를 넓게 짚는 고밀도 설명."},{"segmentIndex":25,"text":"I'll go ahead and give an example just to contextualize that for example oral cancer if you think that oh you may just need to raise awareness but the problem may not be related to awareness the problem may be related to access of care there's lack of access so you could say you know what's unworkable is that there's no awareness and you would be claiming patience but in fact there's just lack of care access to care so yeah you answered your own question by the way which is great uh because you said quite rightly it might be this or it might be that and so what would you do you'd keep drilling on the question you asked yourself until you found what is the root cause of it and so honest answer is many times the reason customers sorry um startups fail is because they don't do what you were doing which is to say well it could be this it could be that who should you go to ask the question it's on the board our customers obviously yeah just go and ask the user okay tell me what the real problem is here tell me what's at the root of this is it lack of awareness or is it lack of availability or is it my inability to use the product or the service or whatever it might be does that make sense again the answer is going to be so obvious when.","startTime":1101.88,"endTime":1179.08,"durationSeconds":77,"level":"C1","overallScore":9,"rationale":"원인 검증법을 구체적으로 보여줘 매우 유익함."},{"segmentIndex":18,"text":"I'll give you a little clue here what you want to do here is say rather than even introduce what you do whenever you talk to your potential user or customer ask them what their number one priority is right now don't ask them about or don't tell them anything about you just say what's your number one priority if you get up in the morning tomorrow what's the number one thing you need to focus on and why and then if they tell you say when do you think you're going get to number two and then let them tell you number two often times they won't even get to number two what you'll find out is that there's some pain point that they really have that's really so compelling that's what they're focused on and obviously if you can address that you're in a good spot if you can't expect to get delayed and to get deprioritized and to be spending time waiting to get engaged on your value problem so that's why urgent is so important now let me give you another startup secret which is pretty obvious which is that sometimes certain shifts in the market create urgency so a good example right now is how many of you have mobile phones duh all of you right but if.","startTime":1560.48,"endTime":1628.12,"durationSeconds":68,"level":"C1","overallScore":9.2,"rationale":"고객 우선순위 조사법이 매우 실용적."},{"segmentIndex":18,"text":"I always want to say when. I Mentor at the IAB is don't be afraid to recognize that what you're trying to do is not a good thing to do uh really seriously because you know this is your life so you don't want to spend it on something that's not a real problem that you can solve as a startup and so what you just identified.","startTime":2098.92,"endTime":2115.28,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"창업 판단 기준을 강하게 조언함."},{"segmentIndex":24,"text":"and they have an unavoidable problem because they have to prove to their vice president that this experiment was worth it and what our software does is basically provide a very clear interpretable report that shows to other stakeholders that what they're doing is important and if they didn't how much money would they lose potentially um well if the drug fails to go to market because they didn't discover the right biomarkers it would be billions there you go so this is what we want to try to do and thank you Dan that was a brilliant example is we want to try to identify the problem in a way that your user or your buyer is going to say well of course.","startTime":2162.24,"endTime":2199.76,"durationSeconds":38,"level":"C1","overallScore":9,"rationale":"구매자 관점의 가치 설명이 매우 선명함."},{"segmentIndex":26,"text":"I can't even identify the right biomarkers now you're going to get people's attention now you're going to build something that is compelling that causes people to act and want to buy that's why these four years are so important great example all right uh next framework is a fun one it's actually one of my favorites because um IT addresses this question that came up with B to C so.","startTime":2204.64,"endTime":2224.8,"durationSeconds":20,"level":"C1","overallScore":9,"rationale":"좋은 가치제안 원리를 명확히 정리함."},{"segmentIndex":29,"text":"I would argue that every one of you has what some people call maso's hierarchy of needs or some other you know form of it social needs security needs physical needs emotional needs you know economic needs Etc these are all needs we have and basically if we don't have the met we end up in a bad place so what is it that Facebook addresses for us what need is it connection people it's a huge need do you know what the number one cause of unhappiness in the world is loneliness the number one finding of the longest study at Harvard ever since 1938 of happiness is one thing connection when people have social connection they are happier so this is a very big need that's what Facebook addresses and by the way social networks in general address now there's lots of other things to do.","startTime":2238.599,"endTime":2295.56,"durationSeconds":57,"level":"C1","overallScore":9,"rationale":"서비스가 충족하는 핵심 욕구를 통찰함."},{"segmentIndex":30,"text":"I always joke about it on the other side which is you know guess what we all want to meet people and date and eventually you know find somebody to partner with and get married have kids whatever it is not all but generally speaking that's a huge need so that's why things like Bumble took off or at the Other Extreme why Facebook in the first place took off because people just wanted to connect to get together on uh different things that they had similar interests around huge things build from that so anyway B toce if that makes sense different approach different framework but s similar principle at some point it becomes unworkable for people for example that are in um you know foreign Nations to stay in touch with their families back home without a social network WhatsApp took off for that very reason way too expensive to pick up the phone and call home tremendously cheap to do it on WhatsApp for free basically that's why it took off that was actually a critical need for people there are whole industries that have built on that for example Financial Services in the third world is still incredibly expensive to do things like do basic payments and send money around the place but on social networks webo and tensent in China for example that was enabling of that uh and solving of that problem all right so.","startTime":2295.56,"endTime":2373.92,"durationSeconds":78,"level":"C1","overallScore":9.2,"rationale":"욕구·비용·확산 이유를 풍부히 설명함."},{"segmentIndex":7,"text":"and they want to show up it's also underserved in the sense that people can't afford to get access to those things let alone uh you know do it for one particular thing and it's really interesting by the way it's unavoidable for certain people who feel like they've got to show up not in their boyfriend's hoodie but actually looking smart for their parents for example when they're going to an event uh there's so many reasons why this is something that just was underserved as a result because the only Pro alternative solution to it was going and spending a lot of money on a one-off basis that just made it completely unworkable so anyway lots of views about Rent the Runway and one of the things that's interesting about it by the way is it's really struggled as a business despite that and that's because its business model is tough and that's why we did the session last time so working with a great value prop is not the only part of a business that's important it's one part of it if you can't make it economically viable which is what we talked about last session it's still not going to be sustainable so that's how to think about these two workshops that we just did last time and this time together the second thing.","startTime":2471.2,"endTime":2533.079,"durationSeconds":62,"level":"C1","overallScore":8.8,"rationale":"가치제안과 사업성 한계를 잘 설명."},{"segmentIndex":8,"text":"I promised to do was to talk a little bit about the U uh latent need that you brought up so there are often times needs that start out as latent meaning people don't think about them day-to-day they're not like at the top of their mind and aspirational we just gave you an example which is a latent need is to look good you don't necessarily think of it every day but you do want to get up and feel good and it's aspirational also in the sense that when you're looking good and feeling good guess what you can probably feel like more confident to do your job or your work or you know play your sport or whatever else it is but certain needs evolve to becoming really critical and blatantly so let's take an example how many of you have an iPad do you think that's blatantly critical or is it latent and aspirational critical tell me more tell aspirational critical tell me more.","startTime":2533.079,"endTime":2590.28,"durationSeconds":57,"level":"C1","overallScore":8.8,"rationale":"잠재 니즈 개념 설명이 매우 유익함."},{"segmentIndex":22,"text":"I try to say about this framework is as follows try to understand your use case is it something people think is just ah nice to have or is it really critical and if you can identify the difference between something that's nice to have and must have guess which one you want to be in duh you want to be in the top right there but again ask your user find out what they're doing with it if the iPad had never made its way into medicine or you know flight uh navigation all those other critical applications probably wouldn't have taken off but it's made its way into a lot of those things and then for some users in the betc class they critically consider this their entertainment to be like.","startTime":2685.52,"endTime":2725.4,"durationSeconds":40,"level":"C1","overallScore":9,"rationale":"프레임워크 설명과 표현 가치가 큼."},{"segmentIndex":29,"text":"I've drawn above but anyway it's starting a fresh the answer is that one of the most amazing things about Steve Jobs is he was somebody that people said never talk to users he's famous for it like it was his idea to come up with the iPad but what he was brilliant at was identifying he had great vision for what this thing could be and then he built the important piece which is a whole business opportunity for many markets which is a platform that said anybody in here can take my device here use my platform and build the application they particularly need and so guess what hundreds then thousands then tens of thousands now millions of applications have been built for that platform and this is a business model that is really fascinating and whole studion of itself that we could get into it's a very viable way to build products what it really says is as follows you've got to make this platform easy enough for your idea to be adopted by the users and to solve their own problem for example you remember in the last session.","startTime":2791.119,"endTime":2858.52,"durationSeconds":67,"level":"C1","overallScore":9,"rationale":"플랫폼 전략 통찰이 매우 풍부함."},{"segmentIndex":8,"text":"I gave you the example that when the phones couldn't be provisioned on networks they were just bricks they were useless or if you don't have the app that solves your particular problem it's also useless to you so what you want to do is figure out what are those dependencies those external factors that you need to work with in order for your product to meet the needs end to endend the solution if you will and if you don't pay attention to those again you'll be selling something that can't really solve the problem that you're trying to address so it's in the workbook you can go look it up there's some examples including Apple pay which is quite a fun one and also Tesla which is another fun one uh which is still to this day having a big dependency on charging stations and the availability of electrical you know uh access for people to really say oh.","startTime":3085.24,"endTime":3127.4,"durationSeconds":42,"level":"C1","overallScore":8.6,"rationale":"의존성 분석의 중요성을 구체화함."}],"generatedAt":"2026-06-24T23:35:37.753Z","keyClipsTotalSec":1456},{"videoId":"q8d9uuO1Cf4","chunkIndex":3,"totalChunks":9,"title":"Value Props: Create a Product People Will Actually Buy — Part 4 of 9","thumbnail":"https://i.ytimg.com/vi/q8d9uuO1Cf4/maxresdefault.jpg","duration":5249,"uploader":"Harvard Innovation 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B2C에서는 Facebook, WhatsApp, Bumble 같은 사례를 통해 인간의 연결 욕구가 얼마나 강력한 수요인지 설명하고, Rent the Runway 사례로 B2B와 B2C가 섞인 가치 제안도 결국은 동일하게 '절실한 필요'를 건드려야 한다는 점을 보여준다.","insights":["좋은 가치 제안은 '좋은 일'이 아니라 '지금 해결해야 할 일'이다.","문제는 반드시 사업으로 풀 수 있어야 하며, 정책 과제는 분리해야 한다.","사용자가 '당연히 해결해야 한다'고 느낄 때 구매가 발생한다.","B2C에서도 핵심은 인간의 근본 욕구를 건드리는 것이다.","희소성보다 절박성이 강할수록 제품은 더 빨리 채택된다."],"keyClips":[{"clipId":"q8d9uuO1Cf4:c3:1-3","startSegmentIndex":1,"endSegmentIndex":3,"startTime":1801.83,"endTime":1902.08,"durationSeconds":100.3,"preview":"네 가지 문제 기준","mustSee":false},{"clipId":"q8d9uuO1Cf4:c3:5-7","startSegmentIndex":5,"endSegmentIndex":7,"startTime":1911.6,"endTime":2016.08,"durationSeconds":104.5,"preview":"실제 사례로 검증","mustSee":false},{"clipId":"q8d9uuO1Cf4:c3:14-20","startSegmentIndex":14,"endSegmentIndex":20,"startTime":2052.639,"endTime":2125.32,"durationSeconds":72.7,"preview":"사업이 아닌 문제","mustSee":false},{"clipId":"q8d9uuO1Cf4:c3:21-26","startSegmentIndex":21,"endSegmentIndex":26,"startTime":2125.32,"endTime":2224.8,"durationSeconds":99.5,"preview":"진짜 구매 이유","mustSee":false},{"clipId":"q8d9uuO1Cf4:c3:27-30","startSegmentIndex":27,"endSegmentIndex":30,"startTime":2224.8,"endTime":2373.92,"durationSeconds":149.1,"preview":"인간 욕구의 힘","mustSee":false},{"clipId":"q8d9uuO1Cf4:c3:31-33","startSegmentIndex":31,"endSegmentIndex":33,"startTime":2373.92,"endTime":2406.64,"durationSeconds":32.7,"preview":"섞인 모델의 교훈","mustSee":false}],"curatedSegments":[{"segmentIndex":21,"text":"I hate faster better cheaper is that there are people out there have more resource than you do as a startup so if kayak or Travelocity or pick your favorite decided to come after you David they're going to have more resource to try to put whatever it is the tech behind what they do and so there's probably something in your secret source that is more than just faster better cheaper maybe it's something that's defensible maybe it's some IP maybe it's something beyond the tech it's a network the way you actually connect to people to get the data for your air fars there may be a whole bunch of things but in the end we want to make sure that you end up there and here's why if you can get to what we call a 3D breakthrough something that's truly disruptive truly discontinuous and really defensible then you as a startup have a chance even with small resources in fact it's the story of why startups succeed is that they make these big breakthroughs they punch through the noise with something that's just completely disruptive like a business model like Google had to use advertising insteading instead of selling software to give away their office suite where Microsoft was having to get you to pay for it was totally disruptive it caused Microsoft to be a dial tone as a stock for many years that's what we mean by this so let's get into these 3DS and see if we can identify some for you so first of all disruptive is as.","startTime":3279.799,"endTime":3358.4,"durationSeconds":79,"level":"C1","overallScore":9.8,"rationale":"스타트업 차별화 원리를 깊게 설명함."},{"segmentIndex":37,"text":"I think is important to sort of use in a general uh sense so that it's not about David's business which is if the customer has something that they're comfortable with and you really are not giving them at least an order of magnitude Improvement in something or a significant gain in something they're not going to do anything Life's Too Short they're too busy rather just carry on doing whatever they're doing the greatest inertia and the greatest reason that people fail is because they're not solving a valuable enough problem that where the gain pain ratio is big enough that somebody will make a change or that'll adopt something.","startTime":4718.4,"endTime":4748.4,"durationSeconds":30,"level":"C1","overallScore":9.8,"rationale":"핵심 원리를 강하게 일반화한 구간."},{"segmentIndex":1,"text":"\"[Music] Value props is one of the most important things that we could possibly spend time on because the number one reason that companies fail is because they're not solving a valuable enough problem, and therefore they don't create the value that's worth investing in, and therefore they fail in their basic form of meeting a need.","startTime":8.76,"endTime":25.64,"durationSeconds":17,"level":"C1","overallScore":8.6,"rationale":"기업 실패 원인 통찰이 크고 표현도 좋음."},{"segmentIndex":15,"text":"We want you to be able to actually build this framework and say, for who that is dissatisfied with what due to some unmet need or problem, you offer a product that solves that, and it provides some key benefits that are compelling enough that people actually want to engage with you.","startTime":115.439,"endTime":134.4,"durationSeconds":19,"level":"C1","overallScore":9,"rationale":"가치제안 템플릿 자체라 매우 유익함."},{"segmentIndex":32,"text":"Now that's a massive problem when you are building a business because if you don't know who your customer is, you don't know what the persona is that you're selling to and how to focus or target on them, etc., and it just is the beginning therefore of why the value proposition statement is so important.","startTime":280.039,"endTime":295.8,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"고객 정의의 중요성을 논리적으로 설명함."},{"segmentIndex":33,"text":"I will underline it by saying the following: if you don't know who your customer is and you think it's everybody, I can tell you you're going to fail by default because trying to boil the ocean and sell to the world at large is a very big uh undertaking for any company.","startTime":295.8,"endTime":309.44,"durationSeconds":14,"level":"C1","overallScore":9,"rationale":"강한 원칙 제시와 고급 표현이 모두 뛰어남."},{"segmentIndex":57,"text":"The mvs simply says you want to find one path where you get the same needs for the same users that allows you to sell the same product over and over again without you having to change the product.","startTime":499.12,"endTime":513.919,"durationSeconds":15,"level":"C1","overallScore":8.8,"rationale":"MVS 정의가 명확하고 반복 판매 원리를 담음."},{"segmentIndex":18,"text":"I want to make sure that we give gave you airtime for this not every problem that comes through the iLab is a problem that's technology like the iPhones not you know getting to work it can be a social problem like this is a really big challenge for a nation that's trying to develop its people that they can't get the education and the resources they need it causes huge unrest great unhappiness and guess what that population is not going to get out of their third world status unless they get the education they need this is a really unworkable problem this is one of the biggest problems of our time is that we have huge social divide so thank you for addressing it and thanks for taking that mission up that's an example of an unworkable problem anybody got any questions or an idea of where their particular thing is unworkable today so uh.","startTime":944.16,"endTime":987.72,"durationSeconds":44,"level":"C1","overallScore":8.8,"rationale":"사회적 함의를 넓게 짚는 고밀도 설명."},{"segmentIndex":25,"text":"I'll go ahead and give an example just to contextualize that for example oral cancer if you think that oh you may just need to raise awareness but the problem may not be related to awareness the problem may be related to access of care there's lack of access so you could say you know what's unworkable is that there's no awareness and you would be claiming patience but in fact there's just lack of care access to care so yeah you answered your own question by the way which is great uh because you said quite rightly it might be this or it might be that and so what would you do you'd keep drilling on the question you asked yourself until you found what is the root cause of it and so honest answer is many times the reason customers sorry um startups fail is because they don't do what you were doing which is to say well it could be this it could be that who should you go to ask the question it's on the board our customers obviously yeah just go and ask the user okay tell me what the real problem is here tell me what's at the root of this is it lack of awareness or is it lack of availability or is it my inability to use the product or the service or whatever it might be does that make sense again the answer is going to be so obvious when.","startTime":1101.88,"endTime":1179.08,"durationSeconds":77,"level":"C1","overallScore":9,"rationale":"원인 검증법을 구체적으로 보여줘 매우 유익함."},{"segmentIndex":18,"text":"I'll give you a little clue here what you want to do here is say rather than even introduce what you do whenever you talk to your potential user or customer ask them what their number one priority is right now don't ask them about or don't tell them anything about you just say what's your number one priority if you get up in the morning tomorrow what's the number one thing you need to focus on and why and then if they tell you say when do you think you're going get to number two and then let them tell you number two often times they won't even get to number two what you'll find out is that there's some pain point that they really have that's really so compelling that's what they're focused on and obviously if you can address that you're in a good spot if you can't expect to get delayed and to get deprioritized and to be spending time waiting to get engaged on your value problem so that's why urgent is so important now let me give you another startup secret which is pretty obvious which is that sometimes certain shifts in the market create urgency so a good example right now is how many of you have mobile phones duh all of you right but if.","startTime":1560.48,"endTime":1628.12,"durationSeconds":68,"level":"C1","overallScore":9.2,"rationale":"고객 우선순위 조사법이 매우 실용적."},{"segmentIndex":18,"text":"I always want to say when. I Mentor at the IAB is don't be afraid to recognize that what you're trying to do is not a good thing to do uh really seriously because you know this is your life so you don't want to spend it on something that's not a real problem that you can solve as a startup and so what you just identified.","startTime":2098.92,"endTime":2115.28,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"창업 판단 기준을 강하게 조언함."},{"segmentIndex":24,"text":"and they have an unavoidable problem because they have to prove to their vice president that this experiment was worth it and what our software does is basically provide a very clear interpretable report that shows to other stakeholders that what they're doing is important and if they didn't how much money would they lose potentially um well if the drug fails to go to market because they didn't discover the right biomarkers it would be billions there you go so this is what we want to try to do and thank you Dan that was a brilliant example is we want to try to identify the problem in a way that your user or your buyer is going to say well of course.","startTime":2162.24,"endTime":2199.76,"durationSeconds":38,"level":"C1","overallScore":9,"rationale":"구매자 관점의 가치 설명이 매우 선명함."},{"segmentIndex":26,"text":"I can't even identify the right biomarkers now you're going to get people's attention now you're going to build something that is compelling that causes people to act and want to buy that's why these four years are so important great example all right uh next framework is a fun one it's actually one of my favorites because um IT addresses this question that came up with B to C so.","startTime":2204.64,"endTime":2224.8,"durationSeconds":20,"level":"C1","overallScore":9,"rationale":"좋은 가치제안 원리를 명확히 정리함."},{"segmentIndex":29,"text":"I would argue that every one of you has what some people call maso's hierarchy of needs or some other you know form of it social needs security needs physical needs emotional needs you know economic needs Etc these are all needs we have and basically if we don't have the met we end up in a bad place so what is it that Facebook addresses for us what need is it connection people it's a huge need do you know what the number one cause of unhappiness in the world is loneliness the number one finding of the longest study at Harvard ever since 1938 of happiness is one thing connection when people have social connection they are happier so this is a very big need that's what Facebook addresses and by the way social networks in general address now there's lots of other things to do.","startTime":2238.599,"endTime":2295.56,"durationSeconds":57,"level":"C1","overallScore":9,"rationale":"서비스가 충족하는 핵심 욕구를 통찰함."},{"segmentIndex":30,"text":"I always joke about it on the other side which is you know guess what we all want to meet people and date and eventually you know find somebody to partner with and get married have kids whatever it is not all but generally speaking that's a huge need so that's why things like Bumble took off or at the Other Extreme why Facebook in the first place took off because people just wanted to connect to get together on uh different things that they had similar interests around huge things build from that so anyway B toce if that makes sense different approach different framework but s similar principle at some point it becomes unworkable for people for example that are in um you know foreign Nations to stay in touch with their families back home without a social network WhatsApp took off for that very reason way too expensive to pick up the phone and call home tremendously cheap to do it on WhatsApp for free basically that's why it took off that was actually a critical need for people there are whole industries that have built on that for example Financial Services in the third world is still incredibly expensive to do things like do basic payments and send money around the place but on social networks webo and tensent in China for example that was enabling of that uh and solving of that problem all right so.","startTime":2295.56,"endTime":2373.92,"durationSeconds":78,"level":"C1","overallScore":9.2,"rationale":"욕구·비용·확산 이유를 풍부히 설명함."},{"segmentIndex":7,"text":"and they want to show up it's also underserved in the sense that people can't afford to get access to those things let alone uh you know do it for one particular thing and it's really interesting by the way it's unavoidable for certain people who feel like they've got to show up not in their boyfriend's hoodie but actually looking smart for their parents for example when they're going to an event uh there's so many reasons why this is something that just was underserved as a result because the only Pro alternative solution to it was going and spending a lot of money on a one-off basis that just made it completely unworkable so anyway lots of views about Rent the Runway and one of the things that's interesting about it by the way is it's really struggled as a business despite that and that's because its business model is tough and that's why we did the session last time so working with a great value prop is not the only part of a business that's important it's one part of it if you can't make it economically viable which is what we talked about last session it's still not going to be sustainable so that's how to think about these two workshops that we just did last time and this time together the second thing.","startTime":2471.2,"endTime":2533.079,"durationSeconds":62,"level":"C1","overallScore":8.8,"rationale":"가치제안과 사업성 한계를 잘 설명."},{"segmentIndex":8,"text":"I promised to do was to talk a little bit about the U uh latent need that you brought up so there are often times needs that start out as latent meaning people don't think about them day-to-day they're not like at the top of their mind and aspirational we just gave you an example which is a latent need is to look good you don't necessarily think of it every day but you do want to get up and feel good and it's aspirational also in the sense that when you're looking good and feeling good guess what you can probably feel like more confident to do your job or your work or you know play your sport or whatever else it is but certain needs evolve to becoming really critical and blatantly so let's take an example how many of you have an iPad do you think that's blatantly critical or is it latent and aspirational critical tell me more tell aspirational critical tell me more.","startTime":2533.079,"endTime":2590.28,"durationSeconds":57,"level":"C1","overallScore":8.8,"rationale":"잠재 니즈 개념 설명이 매우 유익함."},{"segmentIndex":22,"text":"I try to say about this framework is as follows try to understand your use case is it something people think is just ah nice to have or is it really critical and if you can identify the difference between something that's nice to have and must have guess which one you want to be in duh you want to be in the top right there but again ask your user find out what they're doing with it if the iPad had never made its way into medicine or you know flight uh navigation all those other critical applications probably wouldn't have taken off but it's made its way into a lot of those things and then for some users in the betc class they critically consider this their entertainment to be like.","startTime":2685.52,"endTime":2725.4,"durationSeconds":40,"level":"C1","overallScore":9,"rationale":"프레임워크 설명과 표현 가치가 큼."},{"segmentIndex":29,"text":"I've drawn above but anyway it's starting a fresh the answer is that one of the most amazing things about Steve Jobs is he was somebody that people said never talk to users he's famous for it like it was his idea to come up with the iPad but what he was brilliant at was identifying he had great vision for what this thing could be and then he built the important piece which is a whole business opportunity for many markets which is a platform that said anybody in here can take my device here use my platform and build the application they particularly need and so guess what hundreds then thousands then tens of thousands now millions of applications have been built for that platform and this is a business model that is really fascinating and whole studion of itself that we could get into it's a very viable way to build products what it really says is as follows you've got to make this platform easy enough for your idea to be adopted by the users and to solve their own problem for example you remember in the last session.","startTime":2791.119,"endTime":2858.52,"durationSeconds":67,"level":"C1","overallScore":9,"rationale":"플랫폼 전략 통찰이 매우 풍부함."},{"segmentIndex":8,"text":"I gave you the example that when the phones couldn't be provisioned on networks they were just bricks they were useless or if you don't have the app that solves your particular problem it's also useless to you so what you want to do is figure out what are those dependencies those external factors that you need to work with in order for your product to meet the needs end to endend the solution if you will and if you don't pay attention to those again you'll be selling something that can't really solve the problem that you're trying to address so it's in the workbook you can go look it up there's some examples including Apple pay which is quite a fun one and also Tesla which is another fun one uh which is still to this day having a big dependency on charging stations and the availability of electrical you know uh access for people to really say oh.","startTime":3085.24,"endTime":3127.4,"durationSeconds":42,"level":"C1","overallScore":8.6,"rationale":"의존성 분석의 중요성을 구체화함."}],"generatedAt":"2026-06-24T23:35:54.108Z","keyClipsTotalSec":1456},{"videoId":"q8d9uuO1Cf4","chunkIndex":4,"totalChunks":9,"title":"Value Props: Create a Product People Will Actually Buy — Part 5 of 9","thumbnail":"https://i.ytimg.com/vi/q8d9uuO1Cf4/maxresdefault.jpg","duration":5249,"uploader":"Harvard Innovation Labs","youtubeUrl":"https://www.youtube.com/watch?v=q8d9uuO1Cf4","keywords":["value-proposition","product-strategy","market-fit","platform-business","open-source","consumer-tech","business-model","user-research","innovation","product-design"],"normalizedKeywords":["비즈니스·전략","프로덕트","교육"],"targetAudience":[{"who":"초기 창업자","why":"좋은 가치제안과 지속 가능한 비즈니스모델을 함께 봐야 함을 배울 수 있음"},{"who":"프로덕트 매니저","why":"기능의 필수성, 사용 맥락, 사용자 세분화 기준을 정리하는 데 유용함"},{"who":"리서처","why":"잠재 니즈가 어떻게 필수 니즈로 전환되는지 프레임으로 이해할 수 있음"}],"normalizedAudience":["창업자·스타트업","프로덕트 매니저·기획자","리서처·학자"],"summary":"이 영상은 '사람들이 실제로 사는 제품'을 만들기 위해, 가치제안만이 아니라 사용 맥락과 사업성까지 함께 봐야 한다는 프레임을 설명한다. Rent the Runway 사례로는 강한 수요가 있어 보여도 경제성이 무너지면 사업이 지속되지 않는다는 점을 보여준다.\n\n이어 iPad와 Apple Watch를 예로 들어, 어떤 제품은 처음엔 단순히 '있으면 좋은 것'이지만 특정 사용처가 붙으면 '반드시 필요한 것'으로 바뀐다고 말한다. 핵심은 사용자의 실제 작업, 대체재, 지출 우선순위를 물으며 제품이 속한 위치가 지금 어디인지 판단하는 것이고, 플랫폼이나 오픈 생태계가 그 전환을 가속할 수 있다는 점이다.","insights":["강한 가치제안만으로는 사업이 성립하지 않는다.","제품의 필수성은 사용 맥락이 결정한다.","잠재 니즈는 특정 상황에서 급격히 필수 니즈가 된다.","플랫폼을 열면 사용자가 각자 필요한 가치를 만든다.","좋은 제품은 '누가 왜 지금 꼭 써야 하는가'를 증명한다."],"keyClips":[{"clipId":"q8d9uuO1Cf4:c4:6-7","startSegmentIndex":6,"endSegmentIndex":7,"startTime":2433.19,"endTime":2533.079,"durationSeconds":99.9,"preview":"가치와 사업성","mustSee":true},{"clipId":"q8d9uuO1Cf4:c4:8-15","startSegmentIndex":8,"endSegmentIndex":15,"startTime":2533.079,"endTime":2631.88,"durationSeconds":98.8,"preview":"잠재니즈의 전환","mustSee":false},{"clipId":"q8d9uuO1Cf4:c4:16-22","startSegmentIndex":16,"endSegmentIndex":22,"startTime":2631.88,"endTime":2725.4,"durationSeconds":93.5,"preview":"필수성 판단법","mustSee":false},{"clipId":"q8d9uuO1Cf4:c4:27-32","startSegmentIndex":27,"endSegmentIndex":32,"startTime":2754.64,"endTime":2918.04,"durationSeconds":163.4,"preview":"플랫폼의 힘","mustSee":false},{"clipId":"q8d9uuO1Cf4:c4:37-44","startSegmentIndex":37,"endSegmentIndex":44,"startTime":2944.799,"endTime":2990.2,"durationSeconds":45.4,"preview":"애플워치의 역전","mustSee":false}],"curatedSegments":[{"segmentIndex":21,"text":"I hate faster better cheaper is that there are people out there have more resource than you do as a startup so if kayak or Travelocity or pick your favorite decided to come after you David they're going to have more resource to try to put whatever it is the tech behind what they do and so there's probably something in your secret source that is more than just faster better cheaper maybe it's something that's defensible maybe it's some IP maybe it's something beyond the tech it's a network the way you actually connect to people to get the data for your air fars there may be a whole bunch of things but in the end we want to make sure that you end up there and here's why if you can get to what we call a 3D breakthrough something that's truly disruptive truly discontinuous and really defensible then you as a startup have a chance even with small resources in fact it's the story of why startups succeed is that they make these big breakthroughs they punch through the noise with something that's just completely disruptive like a business model like Google had to use advertising insteading instead of selling software to give away their office suite where Microsoft was having to get you to pay for it was totally disruptive it caused Microsoft to be a dial tone as a stock for many years that's what we mean by this so let's get into these 3DS and see if we can identify some for you so first of all disruptive is as.","startTime":3279.799,"endTime":3358.4,"durationSeconds":79,"level":"C1","overallScore":9.8,"rationale":"스타트업 차별화 원리를 깊게 설명함."},{"segmentIndex":37,"text":"I think is important to sort of use in a general uh sense so that it's not about David's business which is if the customer has something that they're comfortable with and you really are not giving them at least an order of magnitude Improvement in something or a significant gain in something they're not going to do anything Life's Too Short they're too busy rather just carry on doing whatever they're doing the greatest inertia and the greatest reason that people fail is because they're not solving a valuable enough problem that where the gain pain ratio is big enough that somebody will make a change or that'll adopt something.","startTime":4718.4,"endTime":4748.4,"durationSeconds":30,"level":"C1","overallScore":9.8,"rationale":"핵심 원리를 강하게 일반화한 구간."},{"segmentIndex":1,"text":"\"[Music] Value props is one of the most important things that we could possibly spend time on because the number one reason that companies fail is because they're not solving a valuable enough problem, and therefore they don't create the value that's worth investing in, and therefore they fail in their basic form of meeting a need.","startTime":8.76,"endTime":25.64,"durationSeconds":17,"level":"C1","overallScore":8.6,"rationale":"기업 실패 원인 통찰이 크고 표현도 좋음."},{"segmentIndex":15,"text":"We want you to be able to actually build this framework and say, for who that is dissatisfied with what due to some unmet need or problem, you offer a product that solves that, and it provides some key benefits that are compelling enough that people actually want to engage with you.","startTime":115.439,"endTime":134.4,"durationSeconds":19,"level":"C1","overallScore":9,"rationale":"가치제안 템플릿 자체라 매우 유익함."},{"segmentIndex":32,"text":"Now that's a massive problem when you are building a business because if you don't know who your customer is, you don't know what the persona is that you're selling to and how to focus or target on them, etc., and it just is the beginning therefore of why the value proposition statement is so important.","startTime":280.039,"endTime":295.8,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"고객 정의의 중요성을 논리적으로 설명함."},{"segmentIndex":33,"text":"I will underline it by saying the following: if you don't know who your customer is and you think it's everybody, I can tell you you're going to fail by default because trying to boil the ocean and sell to the world at large is a very big uh undertaking for any company.","startTime":295.8,"endTime":309.44,"durationSeconds":14,"level":"C1","overallScore":9,"rationale":"강한 원칙 제시와 고급 표현이 모두 뛰어남."},{"segmentIndex":57,"text":"The mvs simply says you want to find one path where you get the same needs for the same users that allows you to sell the same product over and over again without you having to change the product.","startTime":499.12,"endTime":513.919,"durationSeconds":15,"level":"C1","overallScore":8.8,"rationale":"MVS 정의가 명확하고 반복 판매 원리를 담음."},{"segmentIndex":18,"text":"I want to make sure that we give gave you airtime for this not every problem that comes through the iLab is a problem that's technology like the iPhones not you know getting to work it can be a social problem like this is a really big challenge for a nation that's trying to develop its people that they can't get the education and the resources they need it causes huge unrest great unhappiness and guess what that population is not going to get out of their third world status unless they get the education they need this is a really unworkable problem this is one of the biggest problems of our time is that we have huge social divide so thank you for addressing it and thanks for taking that mission up that's an example of an unworkable problem anybody got any questions or an idea of where their particular thing is unworkable today so uh.","startTime":944.16,"endTime":987.72,"durationSeconds":44,"level":"C1","overallScore":8.8,"rationale":"사회적 함의를 넓게 짚는 고밀도 설명."},{"segmentIndex":25,"text":"I'll go ahead and give an example just to contextualize that for example oral cancer if you think that oh you may just need to raise awareness but the problem may not be related to awareness the problem may be related to access of care there's lack of access so you could say you know what's unworkable is that there's no awareness and you would be claiming patience but in fact there's just lack of care access to care so yeah you answered your own question by the way which is great uh because you said quite rightly it might be this or it might be that and so what would you do you'd keep drilling on the question you asked yourself until you found what is the root cause of it and so honest answer is many times the reason customers sorry um startups fail is because they don't do what you were doing which is to say well it could be this it could be that who should you go to ask the question it's on the board our customers obviously yeah just go and ask the user okay tell me what the real problem is here tell me what's at the root of this is it lack of awareness or is it lack of availability or is it my inability to use the product or the service or whatever it might be does that make sense again the answer is going to be so obvious when.","startTime":1101.88,"endTime":1179.08,"durationSeconds":77,"level":"C1","overallScore":9,"rationale":"원인 검증법을 구체적으로 보여줘 매우 유익함."},{"segmentIndex":18,"text":"I'll give you a little clue here what you want to do here is say rather than even introduce what you do whenever you talk to your potential user or customer ask them what their number one priority is right now don't ask them about or don't tell them anything about you just say what's your number one priority if you get up in the morning tomorrow what's the number one thing you need to focus on and why and then if they tell you say when do you think you're going get to number two and then let them tell you number two often times they won't even get to number two what you'll find out is that there's some pain point that they really have that's really so compelling that's what they're focused on and obviously if you can address that you're in a good spot if you can't expect to get delayed and to get deprioritized and to be spending time waiting to get engaged on your value problem so that's why urgent is so important now let me give you another startup secret which is pretty obvious which is that sometimes certain shifts in the market create urgency so a good example right now is how many of you have mobile phones duh all of you right but if.","startTime":1560.48,"endTime":1628.12,"durationSeconds":68,"level":"C1","overallScore":9.2,"rationale":"고객 우선순위 조사법이 매우 실용적."},{"segmentIndex":18,"text":"I always want to say when. I Mentor at the IAB is don't be afraid to recognize that what you're trying to do is not a good thing to do uh really seriously because you know this is your life so you don't want to spend it on something that's not a real problem that you can solve as a startup and so what you just identified.","startTime":2098.92,"endTime":2115.28,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"창업 판단 기준을 강하게 조언함."},{"segmentIndex":24,"text":"and they have an unavoidable problem because they have to prove to their vice president that this experiment was worth it and what our software does is basically provide a very clear interpretable report that shows to other stakeholders that what they're doing is important and if they didn't how much money would they lose potentially um well if the drug fails to go to market because they didn't discover the right biomarkers it would be billions there you go so this is what we want to try to do and thank you Dan that was a brilliant example is we want to try to identify the problem in a way that your user or your buyer is going to say well of course.","startTime":2162.24,"endTime":2199.76,"durationSeconds":38,"level":"C1","overallScore":9,"rationale":"구매자 관점의 가치 설명이 매우 선명함."},{"segmentIndex":26,"text":"I can't even identify the right biomarkers now you're going to get people's attention now you're going to build something that is compelling that causes people to act and want to buy that's why these four years are so important great example all right uh next framework is a fun one it's actually one of my favorites because um IT addresses this question that came up with B to C so.","startTime":2204.64,"endTime":2224.8,"durationSeconds":20,"level":"C1","overallScore":9,"rationale":"좋은 가치제안 원리를 명확히 정리함."},{"segmentIndex":29,"text":"I would argue that every one of you has what some people call maso's hierarchy of needs or some other you know form of it social needs security needs physical needs emotional needs you know economic needs Etc these are all needs we have and basically if we don't have the met we end up in a bad place so what is it that Facebook addresses for us what need is it connection people it's a huge need do you know what the number one cause of unhappiness in the world is loneliness the number one finding of the longest study at Harvard ever since 1938 of happiness is one thing connection when people have social connection they are happier so this is a very big need that's what Facebook addresses and by the way social networks in general address now there's lots of other things to do.","startTime":2238.599,"endTime":2295.56,"durationSeconds":57,"level":"C1","overallScore":9,"rationale":"서비스가 충족하는 핵심 욕구를 통찰함."},{"segmentIndex":30,"text":"I always joke about it on the other side which is you know guess what we all want to meet people and date and eventually you know find somebody to partner with and get married have kids whatever it is not all but generally speaking that's a huge need so that's why things like Bumble took off or at the Other Extreme why Facebook in the first place took off because people just wanted to connect to get together on uh different things that they had similar interests around huge things build from that so anyway B toce if that makes sense different approach different framework but s similar principle at some point it becomes unworkable for people for example that are in um you know foreign Nations to stay in touch with their families back home without a social network WhatsApp took off for that very reason way too expensive to pick up the phone and call home tremendously cheap to do it on WhatsApp for free basically that's why it took off that was actually a critical need for people there are whole industries that have built on that for example Financial Services in the third world is still incredibly expensive to do things like do basic payments and send money around the place but on social networks webo and tensent in China for example that was enabling of that uh and solving of that problem all right so.","startTime":2295.56,"endTime":2373.92,"durationSeconds":78,"level":"C1","overallScore":9.2,"rationale":"욕구·비용·확산 이유를 풍부히 설명함."},{"segmentIndex":7,"text":"and they want to show up it's also underserved in the sense that people can't afford to get access to those things let alone uh you know do it for one particular thing and it's really interesting by the way it's unavoidable for certain people who feel like they've got to show up not in their boyfriend's hoodie but actually looking smart for their parents for example when they're going to an event uh there's so many reasons why this is something that just was underserved as a result because the only Pro alternative solution to it was going and spending a lot of money on a one-off basis that just made it completely unworkable so anyway lots of views about Rent the Runway and one of the things that's interesting about it by the way is it's really struggled as a business despite that and that's because its business model is tough and that's why we did the session last time so working with a great value prop is not the only part of a business that's important it's one part of it if you can't make it economically viable which is what we talked about last session it's still not going to be sustainable so that's how to think about these two workshops that we just did last time and this time together the second thing.","startTime":2471.2,"endTime":2533.079,"durationSeconds":62,"level":"C1","overallScore":8.8,"rationale":"가치제안과 사업성 한계를 잘 설명."},{"segmentIndex":8,"text":"I promised to do was to talk a little bit about the U uh latent need that you brought up so there are often times needs that start out as latent meaning people don't think about them day-to-day they're not like at the top of their mind and aspirational we just gave you an example which is a latent need is to look good you don't necessarily think of it every day but you do want to get up and feel good and it's aspirational also in the sense that when you're looking good and feeling good guess what you can probably feel like more confident to do your job or your work or you know play your sport or whatever else it is but certain needs evolve to becoming really critical and blatantly so let's take an example how many of you have an iPad do you think that's blatantly critical or is it latent and aspirational critical tell me more tell aspirational critical tell me more.","startTime":2533.079,"endTime":2590.28,"durationSeconds":57,"level":"C1","overallScore":8.8,"rationale":"잠재 니즈 개념 설명이 매우 유익함."},{"segmentIndex":22,"text":"I try to say about this framework is as follows try to understand your use case is it something people think is just ah nice to have or is it really critical and if you can identify the difference between something that's nice to have and must have guess which one you want to be in duh you want to be in the top right there but again ask your user find out what they're doing with it if the iPad had never made its way into medicine or you know flight uh navigation all those other critical applications probably wouldn't have taken off but it's made its way into a lot of those things and then for some users in the betc class they critically consider this their entertainment to be like.","startTime":2685.52,"endTime":2725.4,"durationSeconds":40,"level":"C1","overallScore":9,"rationale":"프레임워크 설명과 표현 가치가 큼."},{"segmentIndex":29,"text":"I've drawn above but anyway it's starting a fresh the answer is that one of the most amazing things about Steve Jobs is he was somebody that people said never talk to users he's famous for it like it was his idea to come up with the iPad but what he was brilliant at was identifying he had great vision for what this thing could be and then he built the important piece which is a whole business opportunity for many markets which is a platform that said anybody in here can take my device here use my platform and build the application they particularly need and so guess what hundreds then thousands then tens of thousands now millions of applications have been built for that platform and this is a business model that is really fascinating and whole studion of itself that we could get into it's a very viable way to build products what it really says is as follows you've got to make this platform easy enough for your idea to be adopted by the users and to solve their own problem for example you remember in the last session.","startTime":2791.119,"endTime":2858.52,"durationSeconds":67,"level":"C1","overallScore":9,"rationale":"플랫폼 전략 통찰이 매우 풍부함."},{"segmentIndex":8,"text":"I gave you the example that when the phones couldn't be provisioned on networks they were just bricks they were useless or if you don't have the app that solves your particular problem it's also useless to you so what you want to do is figure out what are those dependencies those external factors that you need to work with in order for your product to meet the needs end to endend the solution if you will and if you don't pay attention to those again you'll be selling something that can't really solve the problem that you're trying to address so it's in the workbook you can go look it up there's some examples including Apple pay which is quite a fun one and also Tesla which is another fun one uh which is still to this day having a big dependency on charging stations and the availability of electrical you know uh access for people to really say oh.","startTime":3085.24,"endTime":3127.4,"durationSeconds":42,"level":"C1","overallScore":8.6,"rationale":"의존성 분석의 중요성을 구체화함."}],"generatedAt":"2026-06-24T23:36:23.828Z","keyClipsTotalSec":1456},{"videoId":"q8d9uuO1Cf4","chunkIndex":5,"totalChunks":9,"title":"Value Props: Create a Product People Will Actually Buy — Part 6 of 9","thumbnail":"https://i.ytimg.com/vi/q8d9uuO1Cf4/maxresdefault.jpg","duration":5249,"uploader":"Harvard Innovation Labs","youtubeUrl":"https://www.youtube.com/watch?v=q8d9uuO1Cf4","keywords":["startup","product-strategy","product-market-fit","disruption","business-model","competition","defensibility","ecommerce"],"normalizedKeywords":["비즈니스·전략","프로덕트","마케팅"],"targetAudience":[{"who":"초기 단계 창업자","why":"제품이 고객 문제를 끝까지 풀려면 어떤 의존성과 방어력이 필요한지 배울 수 있음"},{"who":"프로덕트 매니저","why":"단순 기능 비교가 아니라 고객 가치와 시스템 의존성으로 제품을 봐야 함"},{"who":"예비 창업자","why":"경쟁 우위가 되는 차별점이 무엇인지 제품 기획 초기에 점검하는 데 유용함"}],"normalizedAudience":["창업자·스타트업","프로덕트 매니저·기획자"],"summary":"이 영상은 제품이 성공하려면 단순히 더 빠르고, 더 좋고, 더 싸기만 해서는 안 되며, 고객 문제를 끝까지 해결하는 전체 솔루션과 그 의존성을 이해해야 한다고 말한다. 스마트폰, Apple Pay, Tesla 사례를 통해 네트워크, 앱, 충전 인프라 같은 외부 조건이 갖춰지지 않으면 제품이 사실상 무용지물이 될 수 있음을 설명한다.\n\n또한 스타트업이 대기업과 경쟁하려면 'faster, better, cheaper'보다 더 깊은 방어력, 즉 3D breakthrough(Disruptive, Discontinuous, Defensible)가 필요하다고 강조한다. Airbnb와 Amazon 사례를 통해 혁신은 꼭 발명품만이 아니라 비즈니스 모델, 선택의 폭, 배송 속도, 가격 구조를 재설계하는 방식으로도 일어날 수 있음을 보여준다.","insights":["제품은 단독으로 성공하지 않고 주변 생태계와 함께 완성된다.","기능 경쟁만으로는 대기업의 자원과 규모를 이기기 어렵다.","스타트업의 승부처는 속도보다 방어 가능한 차별점이다.","혁신은 기술뿐 아니라 비즈니스 모델의 재설계에서도 나온다.","아마존의 강점은 저가가 아니라 선택·속도·가격의 결합이었다."],"keyClips":[{"clipId":"q8d9uuO1Cf4:c5:4-9","startSegmentIndex":4,"endSegmentIndex":9,"startTime":3027.72,"endTime":3142.88,"durationSeconds":115.2,"preview":"제품은 혼자 못 산다","mustSee":false},{"clipId":"q8d9uuO1Cf4:c5:10-19","startSegmentIndex":10,"endSegmentIndex":19,"startTime":3142.88,"endTime":3275.28,"durationSeconds":132.4,"preview":"더 빠름만으론 부족","mustSee":false},{"clipId":"q8d9uuO1Cf4:c5:20-24","startSegmentIndex":20,"endSegmentIndex":24,"startTime":3275.28,"endTime":3447.319,"durationSeconds":172,"preview":"3D 돌파가 필요하다","mustSee":true},{"clipId":"q8d9uuO1Cf4:c5:25-32","startSegmentIndex":25,"endSegmentIndex":32,"startTime":3447.319,"endTime":3601.16,"durationSeconds":153.8,"preview":"아마존의 진짜 혁신","mustSee":false}],"curatedSegments":[{"segmentIndex":21,"text":"I hate faster better cheaper is that there are people out there have more resource than you do as a startup so if kayak or Travelocity or pick your favorite decided to come after you David they're going to have more resource to try to put whatever it is the tech behind what they do and so there's probably something in your secret source that is more than just faster better cheaper maybe it's something that's defensible maybe it's some IP maybe it's something beyond the tech it's a network the way you actually connect to people to get the data for your air fars there may be a whole bunch of things but in the end we want to make sure that you end up there and here's why if you can get to what we call a 3D breakthrough something that's truly disruptive truly discontinuous and really defensible then you as a startup have a chance even with small resources in fact it's the story of why startups succeed is that they make these big breakthroughs they punch through the noise with something that's just completely disruptive like a business model like Google had to use advertising insteading instead of selling software to give away their office suite where Microsoft was having to get you to pay for it was totally disruptive it caused Microsoft to be a dial tone as a stock for many years that's what we mean by this so let's get into these 3DS and see if we can identify some for you so first of all disruptive is as.","startTime":3279.799,"endTime":3358.4,"durationSeconds":79,"level":"C1","overallScore":9.8,"rationale":"스타트업 차별화 원리를 깊게 설명함."},{"segmentIndex":37,"text":"I think is important to sort of use in a general uh sense so that it's not about David's business which is if the customer has something that they're comfortable with and you really are not giving them at least an order of magnitude Improvement in something or a significant gain in something they're not going to do anything Life's Too Short they're too busy rather just carry on doing whatever they're doing the greatest inertia and the greatest reason that people fail is because they're not solving a valuable enough problem that where the gain pain ratio is big enough that somebody will make a change or that'll adopt something.","startTime":4718.4,"endTime":4748.4,"durationSeconds":30,"level":"C1","overallScore":9.8,"rationale":"핵심 원리를 강하게 일반화한 구간."},{"segmentIndex":1,"text":"\"[Music] Value props is one of the most important things that we could possibly spend time on because the number one reason that companies fail is because they're not solving a valuable enough problem, and therefore they don't create the value that's worth investing in, and therefore they fail in their basic form of meeting a need.","startTime":8.76,"endTime":25.64,"durationSeconds":17,"level":"C1","overallScore":8.6,"rationale":"기업 실패 원인 통찰이 크고 표현도 좋음."},{"segmentIndex":15,"text":"We want you to be able to actually build this framework and say, for who that is dissatisfied with what due to some unmet need or problem, you offer a product that solves that, and it provides some key benefits that are compelling enough that people actually want to engage with you.","startTime":115.439,"endTime":134.4,"durationSeconds":19,"level":"C1","overallScore":9,"rationale":"가치제안 템플릿 자체라 매우 유익함."},{"segmentIndex":32,"text":"Now that's a massive problem when you are building a business because if you don't know who your customer is, you don't know what the persona is that you're selling to and how to focus or target on them, etc., and it just is the beginning therefore of why the value proposition statement is so important.","startTime":280.039,"endTime":295.8,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"고객 정의의 중요성을 논리적으로 설명함."},{"segmentIndex":33,"text":"I will underline it by saying the following: if you don't know who your customer is and you think it's everybody, I can tell you you're going to fail by default because trying to boil the ocean and sell to the world at large is a very big uh undertaking for any company.","startTime":295.8,"endTime":309.44,"durationSeconds":14,"level":"C1","overallScore":9,"rationale":"강한 원칙 제시와 고급 표현이 모두 뛰어남."},{"segmentIndex":57,"text":"The mvs simply says you want to find one path where you get the same needs for the same users that allows you to sell the same product over and over again without you having to change the product.","startTime":499.12,"endTime":513.919,"durationSeconds":15,"level":"C1","overallScore":8.8,"rationale":"MVS 정의가 명확하고 반복 판매 원리를 담음."},{"segmentIndex":18,"text":"I want to make sure that we give gave you airtime for this not every problem that comes through the iLab is a problem that's technology like the iPhones not you know getting to work it can be a social problem like this is a really big challenge for a nation that's trying to develop its people that they can't get the education and the resources they need it causes huge unrest great unhappiness and guess what that population is not going to get out of their third world status unless they get the education they need this is a really unworkable problem this is one of the biggest problems of our time is that we have huge social divide so thank you for addressing it and thanks for taking that mission up that's an example of an unworkable problem anybody got any questions or an idea of where their particular thing is unworkable today so uh.","startTime":944.16,"endTime":987.72,"durationSeconds":44,"level":"C1","overallScore":8.8,"rationale":"사회적 함의를 넓게 짚는 고밀도 설명."},{"segmentIndex":25,"text":"I'll go ahead and give an example just to contextualize that for example oral cancer if you think that oh you may just need to raise awareness but the problem may not be related to awareness the problem may be related to access of care there's lack of access so you could say you know what's unworkable is that there's no awareness and you would be claiming patience but in fact there's just lack of care access to care so yeah you answered your own question by the way which is great uh because you said quite rightly it might be this or it might be that and so what would you do you'd keep drilling on the question you asked yourself until you found what is the root cause of it and so honest answer is many times the reason customers sorry um startups fail is because they don't do what you were doing which is to say well it could be this it could be that who should you go to ask the question it's on the board our customers obviously yeah just go and ask the user okay tell me what the real problem is here tell me what's at the root of this is it lack of awareness or is it lack of availability or is it my inability to use the product or the service or whatever it might be does that make sense again the answer is going to be so obvious when.","startTime":1101.88,"endTime":1179.08,"durationSeconds":77,"level":"C1","overallScore":9,"rationale":"원인 검증법을 구체적으로 보여줘 매우 유익함."},{"segmentIndex":18,"text":"I'll give you a little clue here what you want to do here is say rather than even introduce what you do whenever you talk to your potential user or customer ask them what their number one priority is right now don't ask them about or don't tell them anything about you just say what's your number one priority if you get up in the morning tomorrow what's the number one thing you need to focus on and why and then if they tell you say when do you think you're going get to number two and then let them tell you number two often times they won't even get to number two what you'll find out is that there's some pain point that they really have that's really so compelling that's what they're focused on and obviously if you can address that you're in a good spot if you can't expect to get delayed and to get deprioritized and to be spending time waiting to get engaged on your value problem so that's why urgent is so important now let me give you another startup secret which is pretty obvious which is that sometimes certain shifts in the market create urgency so a good example right now is how many of you have mobile phones duh all of you right but if.","startTime":1560.48,"endTime":1628.12,"durationSeconds":68,"level":"C1","overallScore":9.2,"rationale":"고객 우선순위 조사법이 매우 실용적."},{"segmentIndex":18,"text":"I always want to say when. I Mentor at the IAB is don't be afraid to recognize that what you're trying to do is not a good thing to do uh really seriously because you know this is your life so you don't want to spend it on something that's not a real problem that you can solve as a startup and so what you just identified.","startTime":2098.92,"endTime":2115.28,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"창업 판단 기준을 강하게 조언함."},{"segmentIndex":24,"text":"and they have an unavoidable problem because they have to prove to their vice president that this experiment was worth it and what our software does is basically provide a very clear interpretable report that shows to other stakeholders that what they're doing is important and if they didn't how much money would they lose potentially um well if the drug fails to go to market because they didn't discover the right biomarkers it would be billions there you go so this is what we want to try to do and thank you Dan that was a brilliant example is we want to try to identify the problem in a way that your user or your buyer is going to say well of course.","startTime":2162.24,"endTime":2199.76,"durationSeconds":38,"level":"C1","overallScore":9,"rationale":"구매자 관점의 가치 설명이 매우 선명함."},{"segmentIndex":26,"text":"I can't even identify the right biomarkers now you're going to get people's attention now you're going to build something that is compelling that causes people to act and want to buy that's why these four years are so important great example all right uh next framework is a fun one it's actually one of my favorites because um IT addresses this question that came up with B to C so.","startTime":2204.64,"endTime":2224.8,"durationSeconds":20,"level":"C1","overallScore":9,"rationale":"좋은 가치제안 원리를 명확히 정리함."},{"segmentIndex":29,"text":"I would argue that every one of you has what some people call maso's hierarchy of needs or some other you know form of it social needs security needs physical needs emotional needs you know economic needs Etc these are all needs we have and basically if we don't have the met we end up in a bad place so what is it that Facebook addresses for us what need is it connection people it's a huge need do you know what the number one cause of unhappiness in the world is loneliness the number one finding of the longest study at Harvard ever since 1938 of happiness is one thing connection when people have social connection they are happier so this is a very big need that's what Facebook addresses and by the way social networks in general address now there's lots of other things to do.","startTime":2238.599,"endTime":2295.56,"durationSeconds":57,"level":"C1","overallScore":9,"rationale":"서비스가 충족하는 핵심 욕구를 통찰함."},{"segmentIndex":30,"text":"I always joke about it on the other side which is you know guess what we all want to meet people and date and eventually you know find somebody to partner with and get married have kids whatever it is not all but generally speaking that's a huge need so that's why things like Bumble took off or at the Other Extreme why Facebook in the first place took off because people just wanted to connect to get together on uh different things that they had similar interests around huge things build from that so anyway B toce if that makes sense different approach different framework but s similar principle at some point it becomes unworkable for people for example that are in um you know foreign Nations to stay in touch with their families back home without a social network WhatsApp took off for that very reason way too expensive to pick up the phone and call home tremendously cheap to do it on WhatsApp for free basically that's why it took off that was actually a critical need for people there are whole industries that have built on that for example Financial Services in the third world is still incredibly expensive to do things like do basic payments and send money around the place but on social networks webo and tensent in China for example that was enabling of that uh and solving of that problem all right so.","startTime":2295.56,"endTime":2373.92,"durationSeconds":78,"level":"C1","overallScore":9.2,"rationale":"욕구·비용·확산 이유를 풍부히 설명함."},{"segmentIndex":7,"text":"and they want to show up it's also underserved in the sense that people can't afford to get access to those things let alone uh you know do it for one particular thing and it's really interesting by the way it's unavoidable for certain people who feel like they've got to show up not in their boyfriend's hoodie but actually looking smart for their parents for example when they're going to an event uh there's so many reasons why this is something that just was underserved as a result because the only Pro alternative solution to it was going and spending a lot of money on a one-off basis that just made it completely unworkable so anyway lots of views about Rent the Runway and one of the things that's interesting about it by the way is it's really struggled as a business despite that and that's because its business model is tough and that's why we did the session last time so working with a great value prop is not the only part of a business that's important it's one part of it if you can't make it economically viable which is what we talked about last session it's still not going to be sustainable so that's how to think about these two workshops that we just did last time and this time together the second thing.","startTime":2471.2,"endTime":2533.079,"durationSeconds":62,"level":"C1","overallScore":8.8,"rationale":"가치제안과 사업성 한계를 잘 설명."},{"segmentIndex":8,"text":"I promised to do was to talk a little bit about the U uh latent need that you brought up so there are often times needs that start out as latent meaning people don't think about them day-to-day they're not like at the top of their mind and aspirational we just gave you an example which is a latent need is to look good you don't necessarily think of it every day but you do want to get up and feel good and it's aspirational also in the sense that when you're looking good and feeling good guess what you can probably feel like more confident to do your job or your work or you know play your sport or whatever else it is but certain needs evolve to becoming really critical and blatantly so let's take an example how many of you have an iPad do you think that's blatantly critical or is it latent and aspirational critical tell me more tell aspirational critical tell me more.","startTime":2533.079,"endTime":2590.28,"durationSeconds":57,"level":"C1","overallScore":8.8,"rationale":"잠재 니즈 개념 설명이 매우 유익함."},{"segmentIndex":22,"text":"I try to say about this framework is as follows try to understand your use case is it something people think is just ah nice to have or is it really critical and if you can identify the difference between something that's nice to have and must have guess which one you want to be in duh you want to be in the top right there but again ask your user find out what they're doing with it if the iPad had never made its way into medicine or you know flight uh navigation all those other critical applications probably wouldn't have taken off but it's made its way into a lot of those things and then for some users in the betc class they critically consider this their entertainment to be like.","startTime":2685.52,"endTime":2725.4,"durationSeconds":40,"level":"C1","overallScore":9,"rationale":"프레임워크 설명과 표현 가치가 큼."},{"segmentIndex":29,"text":"I've drawn above but anyway it's starting a fresh the answer is that one of the most amazing things about Steve Jobs is he was somebody that people said never talk to users he's famous for it like it was his idea to come up with the iPad but what he was brilliant at was identifying he had great vision for what this thing could be and then he built the important piece which is a whole business opportunity for many markets which is a platform that said anybody in here can take my device here use my platform and build the application they particularly need and so guess what hundreds then thousands then tens of thousands now millions of applications have been built for that platform and this is a business model that is really fascinating and whole studion of itself that we could get into it's a very viable way to build products what it really says is as follows you've got to make this platform easy enough for your idea to be adopted by the users and to solve their own problem for example you remember in the last session.","startTime":2791.119,"endTime":2858.52,"durationSeconds":67,"level":"C1","overallScore":9,"rationale":"플랫폼 전략 통찰이 매우 풍부함."},{"segmentIndex":8,"text":"I gave you the example that when the phones couldn't be provisioned on networks they were just bricks they were useless or if you don't have the app that solves your particular problem it's also useless to you so what you want to do is figure out what are those dependencies those external factors that you need to work with in order for your product to meet the needs end to endend the solution if you will and if you don't pay attention to those again you'll be selling something that can't really solve the problem that you're trying to address so it's in the workbook you can go look it up there's some examples including Apple pay which is quite a fun one and also Tesla which is another fun one uh which is still to this day having a big dependency on charging stations and the availability of electrical you know uh access for people to really say oh.","startTime":3085.24,"endTime":3127.4,"durationSeconds":42,"level":"C1","overallScore":8.6,"rationale":"의존성 분석의 중요성을 구체화함."}],"generatedAt":"2026-06-24T23:36:49.103Z","keyClipsTotalSec":1456},{"videoId":"q8d9uuO1Cf4","chunkIndex":6,"totalChunks":9,"title":"Value Props: Create a Product People Will Actually Buy — Part 7 of 9","thumbnail":"https://i.ytimg.com/vi/q8d9uuO1Cf4/maxresdefault.jpg","duration":5249,"uploader":"Harvard Innovation 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AWS 클라우드, 모바일 서비스, 원격 협업처럼 한 번 등장하면 이전 방식으로는 돌아가기 어려운 변화가 바로 discontinuous innovation이며, 이런 변화는 시장의 작동 방식 자체를 바꾼다고 말한다.\n\n후반부에서는 방어력의 원천을 IP, 전환비용, 네트워크 효과, 데이터 축적에서 찾는다. 제품이 고객 업무 흐름에 깊이 들어가면 쉽게 빼기 어려워지고, 참여자가 늘수록 더 강해지는 네트워크와 데이터가 모트가 된다는 점을 다양한 사례로 풀어낸다. 마지막에는 사업을 평가할 때 before/after를 극단적으로 정의해, 제품이 실제로 사람들의 삶과 행동을 어떻게 바꾸는지 선명하게 설명하라고 조언한다.","insights":["좋은 가치 제안은 '더 좋음'이 아니라 '새로 가능해짐'이다.","지속 가능한 사업은 disruption보다 defensibility까지 설계해야 한다.","고객이 익숙해질수록 전환비용은 가장 강한 락인이 된다.","네트워크와 데이터는 사용될수록 더 강해지는 모트다.","제품의 가치는 before/after를 극단적으로 정의할수록 선명해진다."],"keyClips":[{"clipId":"q8d9uuO1Cf4:c6:1-5","startSegmentIndex":1,"endSegmentIndex":5,"startTime":3602.51,"endTime":3719.799,"durationSeconds":117.3,"preview":"3D 가치제안의 출발","mustSee":false},{"clipId":"q8d9uuO1Cf4:c6:6-15","startSegmentIndex":6,"endSegmentIndex":15,"startTime":3719.799,"endTime":3917.88,"durationSeconds":198.1,"preview":"방어력은 어디서 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설명함."},{"segmentIndex":37,"text":"I think is important to sort of use in a general uh sense so that it's not about David's business which is if the customer has something that they're comfortable with and you really are not giving them at least an order of magnitude Improvement in something or a significant gain in something they're not going to do anything Life's Too Short they're too busy rather just carry on doing whatever they're doing the greatest inertia and the greatest reason that people fail is because they're not solving a valuable enough problem that where the gain pain ratio is big enough that somebody will make a change or that'll adopt something.","startTime":4718.4,"endTime":4748.4,"durationSeconds":30,"level":"C1","overallScore":9.8,"rationale":"핵심 원리를 강하게 일반화한 구간."},{"segmentIndex":1,"text":"\"[Music] Value props is one of the most important things that we could possibly spend time on because the number one reason that companies fail is because they're not solving a valuable enough problem, and therefore they don't create the value that's worth investing in, and therefore they fail in their basic form of meeting a need.","startTime":8.76,"endTime":25.64,"durationSeconds":17,"level":"C1","overallScore":8.6,"rationale":"기업 실패 원인 통찰이 크고 표현도 좋음."},{"segmentIndex":15,"text":"We want you to be able to actually build this framework and say, for who that is dissatisfied with what due to some unmet need or problem, you offer a product that solves that, and it provides some key benefits that are compelling enough that people actually want to engage with you.","startTime":115.439,"endTime":134.4,"durationSeconds":19,"level":"C1","overallScore":9,"rationale":"가치제안 템플릿 자체라 매우 유익함."},{"segmentIndex":32,"text":"Now that's a massive problem when you are building a business because if you don't know who your customer is, you don't know what the persona is that you're selling to and how to focus or target on them, etc., and it just is the beginning therefore of why the value proposition statement is so important.","startTime":280.039,"endTime":295.8,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"고객 정의의 중요성을 논리적으로 설명함."},{"segmentIndex":33,"text":"I will underline it by saying the following: if you don't know who your customer is and you think it's everybody, I can tell you you're going to fail by default because trying to boil the ocean and sell to the world at large is a very big uh undertaking for any company.","startTime":295.8,"endTime":309.44,"durationSeconds":14,"level":"C1","overallScore":9,"rationale":"강한 원칙 제시와 고급 표현이 모두 뛰어남."},{"segmentIndex":57,"text":"The mvs simply says you want to find one path where you get the same needs for the same users that allows you to sell the same product over and over again without you having to change the product.","startTime":499.12,"endTime":513.919,"durationSeconds":15,"level":"C1","overallScore":8.8,"rationale":"MVS 정의가 명확하고 반복 판매 원리를 담음."},{"segmentIndex":18,"text":"I want to make sure that we give gave you airtime for this not every problem that comes through the iLab is a problem that's technology like the iPhones not you know getting to work it can be a social problem like this is a really big challenge for a nation that's trying to develop its people that they can't get the education and the resources they need it causes huge unrest great unhappiness and guess what that population is not going to get out of their third world status unless they get the education they need this is a really unworkable problem this is one of the biggest problems of our time is that we have huge social divide so thank you for addressing it and thanks for taking that mission up that's an example of an unworkable problem anybody got any questions or an idea of where their particular thing is unworkable today so uh.","startTime":944.16,"endTime":987.72,"durationSeconds":44,"level":"C1","overallScore":8.8,"rationale":"사회적 함의를 넓게 짚는 고밀도 설명."},{"segmentIndex":25,"text":"I'll go ahead and give an example just to contextualize that for example oral cancer if you think that oh you may just need to raise awareness but the problem may not be related to awareness the problem may be related to access of care there's lack of access so you could say you know what's unworkable is that there's no awareness and you would be claiming patience but in fact there's just lack of care access to care so yeah you answered your own question by the way which is great uh because you said quite rightly it might be this or it might be that and so what would you do you'd keep drilling on the question you asked yourself until you found what is the root cause of it and so honest answer is many times the reason customers sorry um startups fail is because they don't do what you were doing which is to say well it could be this it could be that who should you go to ask the question it's on the board our customers obviously yeah just go and ask the user okay tell me what the real problem is here tell me what's at the root of this is it lack of awareness or is it lack of availability or is it my inability to use the product or the service or whatever it might be does that make sense again the answer is going to be so obvious when.","startTime":1101.88,"endTime":1179.08,"durationSeconds":77,"level":"C1","overallScore":9,"rationale":"원인 검증법을 구체적으로 보여줘 매우 유익함."},{"segmentIndex":18,"text":"I'll give you a little clue here what you want to do here is say rather than even introduce what you do whenever you talk to your potential user or customer ask them what their number one priority is right now don't ask them about or don't tell them anything about you just say what's your number one priority if you get up in the morning tomorrow what's the number one thing you need to focus on and why and then if they tell you say when do you think you're going get to number two and then let them tell you number two often times they won't even get to number two what you'll find out is that there's some pain point that they really have that's really so compelling that's what they're focused on and obviously if you can address that you're in a good spot if you can't expect to get delayed and to get deprioritized and to be spending time waiting to get engaged on your value problem so that's why urgent is so important now let me give you another startup secret which is pretty obvious which is that sometimes certain shifts in the market create urgency so a good example right now is how many of you have mobile phones duh all of you right but if.","startTime":1560.48,"endTime":1628.12,"durationSeconds":68,"level":"C1","overallScore":9.2,"rationale":"고객 우선순위 조사법이 매우 실용적."},{"segmentIndex":18,"text":"I always want to say when. I Mentor at the IAB is don't be afraid to recognize that what you're trying to do is not a good thing to do uh really seriously because you know this is your life so you don't want to spend it on something that's not a real problem that you can solve as a startup and so what you just identified.","startTime":2098.92,"endTime":2115.28,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"창업 판단 기준을 강하게 조언함."},{"segmentIndex":24,"text":"and they have an unavoidable problem because they have to prove to their vice president that this experiment was worth it and what our software does is basically provide a very clear interpretable report that shows to other stakeholders that what they're doing is important and if they didn't how much money would they lose potentially um well if the drug fails to go to market because they didn't discover the right biomarkers it would be billions there you go so this is what we want to try to do and thank you Dan that was a brilliant example is we want to try to identify the problem in a way that your user or your buyer is going to say well of course.","startTime":2162.24,"endTime":2199.76,"durationSeconds":38,"level":"C1","overallScore":9,"rationale":"구매자 관점의 가치 설명이 매우 선명함."},{"segmentIndex":26,"text":"I can't even identify the right biomarkers now you're going to get people's attention now you're going to build something that is compelling that causes people to act and want to buy that's why these four years are so important great example all right uh next framework is a fun one it's actually one of my favorites because um IT addresses this question that came up with B to C so.","startTime":2204.64,"endTime":2224.8,"durationSeconds":20,"level":"C1","overallScore":9,"rationale":"좋은 가치제안 원리를 명확히 정리함."},{"segmentIndex":29,"text":"I would argue that every one of you has what some people call maso's hierarchy of needs or some other you know form of it social needs security needs physical needs emotional needs you know economic needs Etc these are all needs we have and basically if we don't have the met we end up in a bad place so what is it that Facebook addresses for us what need is it connection people it's a huge need do you know what the number one cause of unhappiness in the world is loneliness the number one finding of the longest study at Harvard ever since 1938 of happiness is one thing connection when people have social connection they are happier so this is a very big need that's what Facebook addresses and by the way social networks in general address now there's lots of other things to do.","startTime":2238.599,"endTime":2295.56,"durationSeconds":57,"level":"C1","overallScore":9,"rationale":"서비스가 충족하는 핵심 욕구를 통찰함."},{"segmentIndex":30,"text":"I always joke about it on the other side which is you know guess what we all want to meet people and date and eventually you know find somebody to partner with and get married have kids whatever it is not all but generally speaking that's a huge need so that's why things like Bumble took off or at the Other Extreme why Facebook in the first place took off because people just wanted to connect to get together on uh different things that they had similar interests around huge things build from that so anyway B toce if that makes sense different approach different framework but s similar principle at some point it becomes unworkable for people for example that are in um you know foreign Nations to stay in touch with their families back home without a social network WhatsApp took off for that very reason way too expensive to pick up the phone and call home tremendously cheap to do it on WhatsApp for free basically that's why it took off that was actually a critical need for people there are whole industries that have built on that for example Financial Services in the third world is still incredibly expensive to do things like do basic payments and send money around the place but on social networks webo and tensent in China for example that was enabling of that uh and solving of that problem all right so.","startTime":2295.56,"endTime":2373.92,"durationSeconds":78,"level":"C1","overallScore":9.2,"rationale":"욕구·비용·확산 이유를 풍부히 설명함."},{"segmentIndex":7,"text":"and they want to show up it's also underserved in the sense that people can't afford to get access to those things let alone uh you know do it for one particular thing and it's really interesting by the way it's unavoidable for certain people who feel like they've got to show up not in their boyfriend's hoodie but actually looking smart for their parents for example when they're going to an event uh there's so many reasons why this is something that just was underserved as a result because the only Pro alternative solution to it was going and spending a lot of money on a one-off basis that just made it completely unworkable so anyway lots of views about Rent the Runway and one of the things that's interesting about it by the way is it's really struggled as a business despite that and that's because its business model is tough and that's why we did the session last time so working with a great value prop is not the only part of a business that's important it's one part of it if you can't make it economically viable which is what we talked about last session it's still not going to be sustainable so that's how to think about these two workshops that we just did last time and this time together the second thing.","startTime":2471.2,"endTime":2533.079,"durationSeconds":62,"level":"C1","overallScore":8.8,"rationale":"가치제안과 사업성 한계를 잘 설명."},{"segmentIndex":8,"text":"I promised to do was to talk a little bit about the U uh latent need that you brought up so there are often times needs that start out as latent meaning people don't think about them day-to-day they're not like at the top of their mind and aspirational we just gave you an example which is a latent need is to look good you don't necessarily think of it every day but you do want to get up and feel good and it's aspirational also in the sense that when you're looking good and feeling good guess what you can probably feel like more confident to do your job or your work or you know play your sport or whatever else it is but certain needs evolve to becoming really critical and blatantly so let's take an example how many of you have an iPad do you think that's blatantly critical or is it latent and aspirational critical tell me more tell aspirational critical tell me more.","startTime":2533.079,"endTime":2590.28,"durationSeconds":57,"level":"C1","overallScore":8.8,"rationale":"잠재 니즈 개념 설명이 매우 유익함."},{"segmentIndex":22,"text":"I try to say about this framework is as follows try to understand your use case is it something people think is just ah nice to have or is it really critical and if you can identify the difference between something that's nice to have and must have guess which one you want to be in duh you want to be in the top right there but again ask your user find out what they're doing with it if the iPad had never made its way into medicine or you know flight uh navigation all those other critical applications probably wouldn't have taken off but it's made its way into a lot of those things and then for some users in the betc class they critically consider this their entertainment to be like.","startTime":2685.52,"endTime":2725.4,"durationSeconds":40,"level":"C1","overallScore":9,"rationale":"프레임워크 설명과 표현 가치가 큼."},{"segmentIndex":29,"text":"I've drawn above but anyway it's starting a fresh the answer is that one of the most amazing things about Steve Jobs is he was somebody that people said never talk to users he's famous for it like it was his idea to come up with the iPad but what he was brilliant at was identifying he had great vision for what this thing could be and then he built the important piece which is a whole business opportunity for many markets which is a platform that said anybody in here can take my device here use my platform and build the application they particularly need and so guess what hundreds then thousands then tens of thousands now millions of applications have been built for that platform and this is a business model that is really fascinating and whole studion of itself that we could get into it's a very viable way to build products what it really says is as follows you've got to make this platform easy enough for your idea to be adopted by the users and to solve their own problem for example you remember in the last session.","startTime":2791.119,"endTime":2858.52,"durationSeconds":67,"level":"C1","overallScore":9,"rationale":"플랫폼 전략 통찰이 매우 풍부함."},{"segmentIndex":8,"text":"I gave you the example that when the phones couldn't be provisioned on networks they were just bricks they were useless or if you don't have the app that solves your particular problem it's also useless to you so what you want to do is figure out what are those dependencies those external factors that you need to 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disruptive truly discontinuous and really defensible then you as a startup have a chance even with small resources in fact it's the story of why startups succeed is that they make these big breakthroughs they punch through the noise with something that's just completely disruptive like a business model like Google had to use advertising insteading instead of selling software to give away their office suite where Microsoft was having to get you to pay for it was totally disruptive it caused Microsoft to be a dial tone as a stock for many years that's what we mean by this so let's get into these 3DS and see if we can identify some for you so first of all disruptive is as.","startTime":3279.799,"endTime":3358.4,"durationSeconds":79,"level":"C1","overallScore":9.8,"rationale":"스타트업 차별화 원리를 깊게 설명함."},{"segmentIndex":37,"text":"I think is important to sort of use in a general uh sense so that it's not about David's business which is if the customer has something that they're comfortable with and you really are not giving them at least an order of magnitude Improvement in something or a significant gain in something they're not going to do anything Life's Too Short they're too busy rather just carry on doing whatever they're doing the greatest inertia and the greatest reason that people fail is because they're not solving a valuable enough problem that where the gain pain ratio is big enough that somebody will make a change or that'll adopt something.","startTime":4718.4,"endTime":4748.4,"durationSeconds":30,"level":"C1","overallScore":9.8,"rationale":"핵심 원리를 강하게 일반화한 구간."},{"segmentIndex":1,"text":"\"[Music] Value props is one of the most important things that we could possibly spend time on because the number one reason that companies fail is because they're not solving a valuable enough problem, and therefore they don't create the value that's worth investing in, and therefore they fail in their basic form of meeting a need.","startTime":8.76,"endTime":25.64,"durationSeconds":17,"level":"C1","overallScore":8.6,"rationale":"기업 실패 원인 통찰이 크고 표현도 좋음."},{"segmentIndex":15,"text":"We want you to be able to actually build this framework and say, for who that is dissatisfied with what due to some unmet need or problem, you offer a product that solves that, and it provides some key benefits that are compelling enough that people actually want to engage with you.","startTime":115.439,"endTime":134.4,"durationSeconds":19,"level":"C1","overallScore":9,"rationale":"가치제안 템플릿 자체라 매우 유익함."},{"segmentIndex":32,"text":"Now that's a massive problem when you are building a business because if you don't know who your customer is, you don't know what the persona is that you're selling to and how to focus or target on them, etc., and it just is the beginning therefore of why the value proposition statement is so important.","startTime":280.039,"endTime":295.8,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"고객 정의의 중요성을 논리적으로 설명함."},{"segmentIndex":33,"text":"I will underline it by saying the following: if you don't know who your customer is and you think it's everybody, I can tell you you're going to fail by default because trying to boil the ocean and sell to the world at large is a very big uh undertaking for any company.","startTime":295.8,"endTime":309.44,"durationSeconds":14,"level":"C1","overallScore":9,"rationale":"강한 원칙 제시와 고급 표현이 모두 뛰어남."},{"segmentIndex":57,"text":"The mvs simply says you want to find one path where you get the same needs for the same users that allows you to sell the same product over and over again without you having to change the product.","startTime":499.12,"endTime":513.919,"durationSeconds":15,"level":"C1","overallScore":8.8,"rationale":"MVS 정의가 명확하고 반복 판매 원리를 담음."},{"segmentIndex":18,"text":"I want to make sure that we give gave you airtime for this not every problem that comes through the iLab is a problem that's technology like the iPhones not you know getting to work it can be a social problem like this is a really big challenge for a nation that's trying to develop its people that they can't get the education and the resources they need it causes huge unrest great unhappiness and guess what that population is not going to get out of their third world status unless they get the education they need this is a really unworkable problem this is one of the biggest problems of our time is that we have huge social divide so thank you for addressing it and thanks for taking that mission up that's an example of an unworkable problem anybody got any questions or an idea of where their particular thing is unworkable today so uh.","startTime":944.16,"endTime":987.72,"durationSeconds":44,"level":"C1","overallScore":8.8,"rationale":"사회적 함의를 넓게 짚는 고밀도 설명."},{"segmentIndex":25,"text":"I'll go ahead and give an example just to contextualize that for example oral cancer if you think that oh you may just need to raise awareness but the problem may not be related to awareness the problem may be related to access of care there's lack of access so you could say you know what's unworkable is that there's no awareness and you would be claiming patience but in fact there's just lack of care access to care so yeah you answered your own question by the way which is great uh because you said quite rightly it might be this or it might be that and so what would you do you'd keep drilling on the question you asked yourself until you found what is the root cause of it and so honest answer is many times the reason customers sorry um startups fail is because they don't do what you were doing which is to say well it could be this it could be that who should you go to ask the question it's on the board our customers obviously yeah just go and ask the user okay tell me what the real problem is here tell me what's at the root of this is it lack of awareness or is it lack of availability or is it my inability to use the product or the service or whatever it might be does that make sense again the answer is going to be so obvious when.","startTime":1101.88,"endTime":1179.08,"durationSeconds":77,"level":"C1","overallScore":9,"rationale":"원인 검증법을 구체적으로 보여줘 매우 유익함."},{"segmentIndex":18,"text":"I'll give you a little clue here what you want to do here is say rather than even introduce what you do whenever you talk to your potential user or customer ask them what their number one priority is right now don't ask them about or don't tell them anything about you just say what's your number one priority if you get up in the morning tomorrow what's the number one thing you need to focus on and why and then if they tell you say when do you think you're going get to number two and then let them tell you number two often times they won't even get to number two what you'll find out is that there's some pain point that they really have that's really so compelling that's what they're focused on and obviously if you can address that you're in a good spot if you can't expect to get delayed and to get deprioritized and to be spending time waiting to get engaged on your value problem so that's why urgent is so important now let me give you another startup secret which is pretty obvious which is that sometimes certain shifts in the market create urgency so a good example right now is how many of you have mobile phones duh all of you right but if.","startTime":1560.48,"endTime":1628.12,"durationSeconds":68,"level":"C1","overallScore":9.2,"rationale":"고객 우선순위 조사법이 매우 실용적."},{"segmentIndex":18,"text":"I always want to say when. I Mentor at the IAB is don't be afraid to recognize that what you're trying to do is not a good thing to do uh really seriously because you know this is your life so you don't want to spend it on something that's not a real problem that you can solve as a startup and so what you just identified.","startTime":2098.92,"endTime":2115.28,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"창업 판단 기준을 강하게 조언함."},{"segmentIndex":24,"text":"and they have an unavoidable problem because they have to prove to their vice president that this experiment was worth it and what our software does is basically provide a very clear interpretable report that shows to other stakeholders that what they're doing is important and if they didn't how much money would they lose potentially um well if the drug fails to go to market because they didn't discover the right biomarkers it would be billions there you go so this is what we want to try to do and thank you Dan that was a brilliant example is we want to try to identify the problem in a way that your user or your buyer is going to say well of course.","startTime":2162.24,"endTime":2199.76,"durationSeconds":38,"level":"C1","overallScore":9,"rationale":"구매자 관점의 가치 설명이 매우 선명함."},{"segmentIndex":26,"text":"I can't even identify the right biomarkers now you're going to get people's attention now you're going to build something that is compelling that causes people to act and want to buy that's why these four years are so important great example all right uh next framework is a fun one it's actually one of my favorites because um IT addresses this question that came up with B to C so.","startTime":2204.64,"endTime":2224.8,"durationSeconds":20,"level":"C1","overallScore":9,"rationale":"좋은 가치제안 원리를 명확히 정리함."},{"segmentIndex":29,"text":"I would argue that every one of you has what some people call maso's hierarchy of needs or some other you know form of it social needs security needs physical needs emotional needs you know economic needs Etc these are all needs we have and basically if we don't have the met we end up in a bad place so what is it that Facebook addresses for us what need is it connection people it's a huge need do you know what the number one cause of unhappiness in the world is loneliness the number one finding of the longest study at Harvard ever since 1938 of happiness is one thing connection when people have social connection they are happier so this is a very big need that's what Facebook addresses and by the way social networks in general address now there's lots of other things to do.","startTime":2238.599,"endTime":2295.56,"durationSeconds":57,"level":"C1","overallScore":9,"rationale":"서비스가 충족하는 핵심 욕구를 통찰함."},{"segmentIndex":30,"text":"I always joke about it on the other side which is you know guess what we all want to meet people and date and eventually you know find somebody to partner with and get married have kids whatever it is not all but generally speaking that's a huge need so that's why things like Bumble took off or at the Other Extreme why Facebook in the first place took off because people just wanted to connect to get together on uh different things that they had similar interests around huge things build from that so anyway B toce if that makes sense different approach different framework but s similar principle at some point it becomes unworkable for people for example that are in um you know foreign Nations to stay in touch with their families back home without a social network WhatsApp took off for that very reason way too expensive to pick up the phone and call home tremendously cheap to do it on WhatsApp for free basically that's why it took off that was actually a critical need for people there are whole industries that have built on that for example Financial Services in the third world is still incredibly expensive to do things like do basic payments and send money around the place but on social networks webo and tensent in China for example that was enabling of that uh and solving of that problem all right so.","startTime":2295.56,"endTime":2373.92,"durationSeconds":78,"level":"C1","overallScore":9.2,"rationale":"욕구·비용·확산 이유를 풍부히 설명함."},{"segmentIndex":7,"text":"and they want to show up it's also underserved in the sense that people can't afford to get access to those things let alone uh you know do it for one particular thing and it's really interesting by the way it's unavoidable for certain people who feel like they've got to show up not in their boyfriend's hoodie but actually looking smart for their parents for example when they're going to an event uh there's so many reasons why this is something that just was underserved as a result because the only Pro alternative solution to it was going and spending a lot of money on a one-off basis that just made it completely unworkable so anyway lots of views about Rent the Runway and one of the things that's interesting about it by the way is it's really struggled as a business despite that and that's because its business model is tough and that's why we did the session last time so working with a great value prop is not the only part of a business that's important it's one part of it if you can't make it economically viable which is what we talked about last session it's still not going to be sustainable so that's how to think about these two workshops that we just did last time and this time together the second thing.","startTime":2471.2,"endTime":2533.079,"durationSeconds":62,"level":"C1","overallScore":8.8,"rationale":"가치제안과 사업성 한계를 잘 설명."},{"segmentIndex":8,"text":"I promised to do was to talk a little bit about the U uh latent need that you brought up so there are often times needs that start out as latent meaning people don't think about them day-to-day they're not like at the top of their mind and aspirational we just gave you an example which is a latent need is to look good you don't necessarily think of it every day but you do want to get up and feel good and it's aspirational also in the sense that when you're looking good and feeling good guess what you can probably feel like more confident to do your job or your work or you know play your sport or whatever else it is but certain needs evolve to becoming really critical and blatantly so let's take an example how many of you have an iPad do you think that's blatantly critical or is it latent and aspirational critical tell me more tell aspirational critical tell me more.","startTime":2533.079,"endTime":2590.28,"durationSeconds":57,"level":"C1","overallScore":8.8,"rationale":"잠재 니즈 개념 설명이 매우 유익함."},{"segmentIndex":22,"text":"I try to say about this framework is as follows try to understand your use case is it something people think is just ah nice to have or is it really critical and if you can identify the difference between something that's nice to have and must have guess which one you want to be in duh you want to be in the top right there but again ask your user find out what they're doing with it if the iPad had never made its way into medicine or you know flight uh navigation all those other critical applications probably wouldn't have taken off but it's made its way into a lot of those things and then for some users in the betc class they critically consider this their entertainment to be like.","startTime":2685.52,"endTime":2725.4,"durationSeconds":40,"level":"C1","overallScore":9,"rationale":"프레임워크 설명과 표현 가치가 큼."},{"segmentIndex":29,"text":"I've drawn above but anyway it's starting a fresh the answer is that one of the most amazing things about Steve Jobs is he was somebody that people said never talk to users he's famous for it like it was his idea to come up with the iPad but what he was brilliant at was identifying he had great vision for what this thing could be and then he built the important piece which is a whole business opportunity for many markets which is a platform that said anybody in here can take my device here use my platform and build the application they particularly need and so guess what hundreds then thousands then tens of thousands now millions of applications have been built for that platform and this is a business model that is really fascinating and whole studion of itself that we could get into it's a very viable way to build products what it really says is as follows you've got to make this platform easy enough for your idea to be adopted by the users and to solve their own problem for example you remember in the last session.","startTime":2791.119,"endTime":2858.52,"durationSeconds":67,"level":"C1","overallScore":9,"rationale":"플랫폼 전략 통찰이 매우 풍부함."},{"segmentIndex":8,"text":"I gave you the example that when the phones couldn't be provisioned on networks they were just bricks they were useless or if you don't have the app that solves your particular problem it's also useless to you so what you want to do is figure out what are those dependencies those external factors that you need to work with in order for your product to meet the needs end to endend the solution if you will and if you don't pay attention to those again you'll be selling something that can't really solve the problem that you're trying to address so it's in the workbook you can go look it up there's some examples including Apple pay which is quite a fun one and also Tesla which is another fun one uh which is still to this day having a big dependency on charging stations and the availability of electrical you know uh access for people to really say oh.","startTime":3085.24,"endTime":3127.4,"durationSeconds":42,"level":"C1","overallScore":8.6,"rationale":"의존성 분석의 중요성을 구체화함."}],"generatedAt":"2026-06-24T23:37:22.203Z","keyClipsTotalSec":1456},{"videoId":"q8d9uuO1Cf4","chunkIndex":8,"totalChunks":9,"title":"Value Props: Create a Product People Will Actually Buy — Part 9 of 9","thumbnail":"https://i.ytimg.com/vi/q8d9uuO1Cf4/maxresdefault.jpg","duration":5249,"uploader":"Harvard Innovation 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문제를 알아라","mustSee":false}],"curatedSegments":[{"segmentIndex":21,"text":"I hate faster better cheaper is that there are people out there have more resource than you do as a startup so if kayak or Travelocity or pick your favorite decided to come after you David they're going to have more resource to try to put whatever it is the tech behind what they do and so there's probably something in your secret source that is more than just faster better cheaper maybe it's something that's defensible maybe it's some IP maybe it's something beyond the tech it's a network the way you actually connect to people to get the data for your air fars there may be a whole bunch of things but in the end we want to make sure that you end up there and here's why if you can get to what we call a 3D breakthrough something that's truly disruptive truly discontinuous and really defensible then you as a startup have a chance even with small resources in fact it's the story of why startups succeed is that they 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Short they're too busy rather just carry on doing whatever they're doing the greatest inertia and the greatest reason that people fail is because they're not solving a valuable enough problem that where the gain pain ratio is big enough that somebody will make a change or that'll adopt something.","startTime":4718.4,"endTime":4748.4,"durationSeconds":30,"level":"C1","overallScore":9.8,"rationale":"핵심 원리를 강하게 일반화한 구간."},{"segmentIndex":1,"text":"\"[Music] Value props is one of the most important things that we could possibly spend time on because the number one reason that companies fail is because they're not solving a valuable enough problem, and therefore they don't create the value that's worth investing in, and therefore they fail in their basic form of meeting a need.","startTime":8.76,"endTime":25.64,"durationSeconds":17,"level":"C1","overallScore":8.6,"rationale":"기업 실패 원인 통찰이 크고 표현도 좋음."},{"segmentIndex":15,"text":"We want you to be able to actually build this framework and say, for who that is dissatisfied with what due to some unmet need or problem, you offer a product that solves that, and it provides some key benefits that are compelling enough that people actually want to engage with you.","startTime":115.439,"endTime":134.4,"durationSeconds":19,"level":"C1","overallScore":9,"rationale":"가치제안 템플릿 자체라 매우 유익함."},{"segmentIndex":32,"text":"Now that's a massive problem when you are building a business because if you don't know who your customer is, you don't know what the persona is that you're selling to and how to focus or target on them, etc., and it just is the beginning therefore of why the value proposition statement is so important.","startTime":280.039,"endTime":295.8,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"고객 정의의 중요성을 논리적으로 설명함."},{"segmentIndex":33,"text":"I will underline it by saying the following: if you don't know who your customer is and you think it's everybody, I can tell you you're going to fail by default because trying to boil the ocean and sell to the world at large is a very big uh undertaking for any company.","startTime":295.8,"endTime":309.44,"durationSeconds":14,"level":"C1","overallScore":9,"rationale":"강한 원칙 제시와 고급 표현이 모두 뛰어남."},{"segmentIndex":57,"text":"The mvs simply says you want to find one path where you get the same needs for the same users that allows you to sell the same product over and over again without you having to change the product.","startTime":499.12,"endTime":513.919,"durationSeconds":15,"level":"C1","overallScore":8.8,"rationale":"MVS 정의가 명확하고 반복 판매 원리를 담음."},{"segmentIndex":18,"text":"I want to make sure that we give gave you airtime for this not every problem that comes through the iLab is a problem that's technology like the iPhones not you know getting to work it can be a social problem like this is a really big challenge for a nation that's trying to develop its people that they can't get the education and the resources they need it causes huge unrest great unhappiness and guess what that population is not going to get out of their third world status unless they get the education they need this is a really unworkable problem this is one of the biggest problems of our time is that we have huge social divide so thank you for addressing it and thanks for taking that mission up that's an example of an unworkable problem anybody got any questions or an idea of where their particular thing is unworkable today so uh.","startTime":944.16,"endTime":987.72,"durationSeconds":44,"level":"C1","overallScore":8.8,"rationale":"사회적 함의를 넓게 짚는 고밀도 설명."},{"segmentIndex":25,"text":"I'll go ahead and give an example just to contextualize that for example oral cancer if you think that oh you may just need to raise awareness but the problem may not be related to awareness the problem may be related to access of care there's lack of access so you could say you know what's unworkable is that there's no awareness and you would be claiming patience but in fact there's just lack of care access to care so yeah you answered your own question by the way which is great uh because you said quite rightly it might be this or it might be that and so what would you do you'd keep drilling on the question you asked yourself until you found what is the root cause of it and so honest answer is many times the reason customers sorry um startups fail is because they don't do what you were doing which is to say well it could be this it could be that who should you go to ask the question it's on the board our customers obviously yeah just go and ask the user okay tell me what the real problem is here tell me what's at the root of this is it lack of awareness or is it lack of availability or is it my inability to use the product or the service or whatever it might be does that make sense again the answer is going to be so obvious when.","startTime":1101.88,"endTime":1179.08,"durationSeconds":77,"level":"C1","overallScore":9,"rationale":"원인 검증법을 구체적으로 보여줘 매우 유익함."},{"segmentIndex":18,"text":"I'll give you a little clue here what you want to do here is say rather than even introduce what you do whenever you talk to your potential user or customer ask them what their number one priority is right now don't ask them about or don't tell them anything about you just say what's your number one priority if you get up in the morning tomorrow what's the number one thing you need to focus on and why and then if they tell you say when do you think you're going get to number two and then let them tell you number two often times they won't even get to number two what you'll find out is that there's some pain point that they really have that's really so compelling that's what they're focused on and obviously if you can address that you're in a good spot if you can't expect to get delayed and to get deprioritized and to be spending time waiting to get engaged on your value problem so that's why urgent is so important now let me give you another startup secret which is pretty obvious which is that sometimes certain shifts in the market create urgency so a good example right now is how many of you have mobile phones duh all of you right but if.","startTime":1560.48,"endTime":1628.12,"durationSeconds":68,"level":"C1","overallScore":9.2,"rationale":"고객 우선순위 조사법이 매우 실용적."},{"segmentIndex":18,"text":"I always want to say when. I Mentor at the IAB is don't be afraid to recognize that what you're trying to do is not a good thing to do uh really seriously because you know this is your life so you don't want to spend it on something that's not a real problem that you can solve as a startup and so what you just identified.","startTime":2098.92,"endTime":2115.28,"durationSeconds":16,"level":"C1","overallScore":8.8,"rationale":"창업 판단 기준을 강하게 조언함."},{"segmentIndex":24,"text":"and they have an unavoidable problem because they have to prove to their vice president that this experiment was worth it and what our software does is basically provide a very clear interpretable report that shows to other stakeholders that what they're doing is important and if they didn't how much money would they lose potentially um well if the drug fails to go to market because they didn't discover the right biomarkers it would be billions there you go so this is what we want to try to do and thank you Dan that was a brilliant example is we want to try to identify the problem in a way that your user or your buyer is going to say well of course.","startTime":2162.24,"endTime":2199.76,"durationSeconds":38,"level":"C1","overallScore":9,"rationale":"구매자 관점의 가치 설명이 매우 선명함."},{"segmentIndex":26,"text":"I can't even identify the right biomarkers now you're going to get people's attention now you're going to build something that is compelling that causes people to act and want to buy that's why these four years are so important great example all right uh next framework is a fun one it's actually one of my favorites because um IT addresses this question that came up with B to C so.","startTime":2204.64,"endTime":2224.8,"durationSeconds":20,"level":"C1","overallScore":9,"rationale":"좋은 가치제안 원리를 명확히 정리함."},{"segmentIndex":29,"text":"I would argue that every one of you has what some people call maso's hierarchy of needs or some other you know form of it social needs security needs physical needs emotional needs you know economic needs Etc these are all needs we have and basically if we don't have the met we end up in a bad place so what is it that Facebook addresses for us what need is it connection people it's a huge need do you know what the number one cause of unhappiness in the world is loneliness the number one finding of the longest study at Harvard ever since 1938 of happiness is one thing connection when people have social connection they are happier so this is a very big need that's what Facebook addresses and by the way social networks in general address now there's lots of other things to do.","startTime":2238.599,"endTime":2295.56,"durationSeconds":57,"level":"C1","overallScore":9,"rationale":"서비스가 충족하는 핵심 욕구를 통찰함."},{"segmentIndex":30,"text":"I always joke about it on the other side which is you know guess what we all want to meet people and date and eventually you know find somebody to partner with and get married have kids whatever it is not all but generally speaking that's a huge need so that's why things like Bumble took off or at the Other Extreme why Facebook in the first place took off because people just wanted to connect to get together on uh different things that they had similar interests around huge things build from that so anyway B toce if that makes sense different approach different framework but s similar principle at some point it becomes unworkable for people for example that are in um you know foreign Nations to stay in touch with their families back home without a social network WhatsApp took off for that very reason way too expensive to pick up the phone and call home tremendously cheap to do it on WhatsApp for free basically that's why it took off that was actually a critical need for people there are whole industries that have built on that for example Financial Services in the third world is still incredibly expensive to do things like do basic payments and send money around the place but on social networks webo and tensent in China for example that was enabling of that uh and solving of that problem all right so.","startTime":2295.56,"endTime":2373.92,"durationSeconds":78,"level":"C1","overallScore":9.2,"rationale":"욕구·비용·확산 이유를 풍부히 설명함."},{"segmentIndex":7,"text":"and they want to show up it's also underserved in the sense that people can't afford to get access to those things let alone uh you know do it for one particular thing and it's really interesting by the way it's unavoidable for certain people who feel like they've got to show up not in their boyfriend's hoodie but actually looking smart for their parents for example when they're going to an event uh there's so many reasons why this is something that just was underserved as a result because the only Pro alternative solution to it was going and spending a lot of money on a one-off basis that just made it completely unworkable so anyway lots of views about Rent the Runway and one of the things that's interesting about it by the way is it's really struggled as a business despite that and that's because its business model is tough and that's why we did the session last time so working with a great value prop is not the only part of a business that's important it's one part of it if you can't make it economically viable which is what we talked about last session it's still not going to be sustainable so that's how to think about these two workshops that we just did last time and this time together the second thing.","startTime":2471.2,"endTime":2533.079,"durationSeconds":62,"level":"C1","overallScore":8.8,"rationale":"가치제안과 사업성 한계를 잘 설명."},{"segmentIndex":8,"text":"I promised to do was to talk a little bit about the U uh latent need that you brought up so there are often times needs that start out as latent meaning people don't think about them day-to-day they're not like at the top of their mind and aspirational we just gave you an example which is a latent need is to look good you don't necessarily think of it every day but you do want to get up and feel good and it's aspirational also in the sense that when you're looking good and feeling good guess what you can probably feel like more confident to do your job or your work or you know play your sport or whatever else it is but certain needs evolve to becoming really critical and blatantly so let's take an example how many of you have an iPad do you think that's blatantly critical or is it latent and aspirational critical tell me more tell aspirational critical tell me more.","startTime":2533.079,"endTime":2590.28,"durationSeconds":57,"level":"C1","overallScore":8.8,"rationale":"잠재 니즈 개념 설명이 매우 유익함."},{"segmentIndex":22,"text":"I try to say about this framework is as follows try to understand your use case is it something people think is just ah nice to have or is it really critical and if you can identify the difference between something that's nice to have and must have guess which one you want to be in duh you want to be in the top right there but again ask your user find out what they're doing with it if the iPad had never made its way into medicine or you know flight uh navigation all those other critical applications probably wouldn't have taken off but it's made its way into a lot of those things and then for some users in the betc class they critically consider this their entertainment to be like.","startTime":2685.52,"endTime":2725.4,"durationSeconds":40,"level":"C1","overallScore":9,"rationale":"프레임워크 설명과 표현 가치가 큼."},{"segmentIndex":29,"text":"I've drawn above but anyway it's starting a fresh the answer is that one of the most amazing things about Steve Jobs is he was somebody that people said never talk to users he's famous for it like it was his idea to come up with the iPad but what he was brilliant at was identifying he had great vision for what this thing could be and then he built the important piece which is a whole business opportunity for many markets which is a platform that said anybody in here can take my device here use my platform and build the application they particularly need and so guess what hundreds then thousands then tens of thousands now millions of applications have been built for that platform and this is a business model that is really fascinating and whole studion of itself that we could get into it's a very viable way to build products what it really says is as follows you've got to make this platform easy enough for your idea to be adopted by the users and to solve their own problem for example you remember in the last session.","startTime":2791.119,"endTime":2858.52,"durationSeconds":67,"level":"C1","overallScore":9,"rationale":"플랫폼 전략 통찰이 매우 풍부함."},{"segmentIndex":8,"text":"I gave you the example that when the phones couldn't be provisioned on networks they were just bricks they were useless or if you don't have the app that solves your particular problem it's also useless to you so what you want to do is figure out what are those dependencies those external factors that you need to work with in order for your product to meet the needs end to endend the solution if you will and if you don't pay attention to those again you'll be selling something that can't really solve the problem that you're trying to address so it's in the workbook you can go look it up there's some examples including Apple pay which is quite a fun one and also Tesla which is another fun one uh which is still to this day having a big dependency on charging stations and the availability of electrical you know uh access for people to really say oh.","startTime":3085.24,"endTime":3127.4,"durationSeconds":42,"level":"C1","overallScore":8.6,"rationale":"의존성 분석의 중요성을 구체화함."}],"generatedAt":"2026-06-24T23:37:46.633Z","keyClipsTotalSec":1456}]}