Once you have your core demand or value hypothesis, it's worth thinking about how you're going to unpack your assumptions and, furthermore, kind of decouple questions of usability from questions of motivation. And one thing I find is usually helpful is having teams storyboard the process of how does a perspective user, persona, who you're going to deliver this value hypothesis to against these jobs to be done. How do they go from, not even knowing that your proposition or product exists to happy user where everything you want to have help him with the customer relationship has happened? What has to happen in between those things? And doing this I find particularly with startups helps them think through all the different areas that they have to deliver on and which ones are actually most important, highest risk and most amenable to testing. So it's a good way to kind of unpack the components. I guess the component hypotheses, basically, of your hypothesis, and figure out which ones you want to test and how. So I'm going to show you an example of that for Enable Quiz. And I've used this one particular framework here, but there's nothing magical about that. However, your customer goes from not knowing this thing exists to happy user ,where you've had the outcome you want. That's what you want to capture in this storyboard or a series of storyboards. Whatever makes sense for you. The first thing we're going to ask is all right, Helen the HR Manager is the person in question, how do we get her attention? And here we're going to hypothesize that it's one of our jobs to be done, is to evaluate tech hires. Bring in candidates to hire for an engineering job. And we get her attention because one of her friends on LinkedIn posts about how great Enable Quiz is a solution to go do this. And we catch her at that right moment. She clicks through on whatever it her friend posted, and we go to a landing page which is just a simple web page that has a really focal proposition that matches with what our prospective customer thinks and wants out of our proposition. And this is something that is very amenable to testing multiple variations. And so she sees this, she thinks, this looks interesting. And then this next step is desire. This is part of this framework of Ida OR where we sort of push ourselves to think through all these different steps. This is different than a lot of other frameworks for thinking through funnels or pipelines of how our customer goes from not knowing about our product to happy habitual user. Because it has this weird thing desire, where it's probably not directly measurable. But that's what I like about it, because it helps us push ourselves to make sure that we've really thought about our persona, their jobs to be done, where there's tension. And what it is that gets them over the hump of acting on our proposition over all the bajillion other things they have going on in their life. Which is a question you should always be asking yourself. Then we move on to action. We have to think about, what is Helen's next step if you want to do this. Here, hypothetically, she's corresponding with Frank, the functional manager, the person who's actually hiring the the candidates for this job position. So Frank, or let's see, we can give her Heritage Francine, has given Helen a job description. Helen's job is to bring in candidates that are qualified for this position. And she says, hey, I want to try this Enable Quiz thing. She wants Frank's buying where they are wrong to try this out as a way to source candidates. And Frank says, okay. Down the road needed help. The first thing, the onboarding step. So onboarding is getting our customer on to our proposition and doing whatever it is that we need to do to get them some initial reward against their job to be done or jobs to be done. Basically some early delivery of at least some of our proposition, so they can say, yep, this is for me. I'm going to continue to invest time in doing this, using this product, engaging with this proposition. So we know this is a really critical step, we need to make sure Helen is able to create our first quiz and bring it live to test with candidates. Which is something the storyboard seems to skip over a bit, but has happened here. And then we say, okay Helen is going to, after she has this successful experience she's going to say, I post it. She's going to post just like the post that she saw, and she's going to say how great Enable Quiz is and be paying for it. One thing on this retention step, this final step, one thing that's worth thinking about is actually part of startup is engines of growth. So if at the end of this whole transaction you have a happy customer where you've gotten the relationship where you want it to be, what does that mean? And he proposes that there are these three principal engines of growth and it's good to think about which one is your principal engine. Paid means you are paying for media like a Google AdWords ad or a printout or TV ad or Facebook ad, whatever. And what you want to make sure is that the economics of paying for that and the rate at which you're able to bring customers supports your business model. Which is, in this case, probably somewhat transactional. Viral is probably what these storyboards here for Enable Quiz are implicitly suggesting. Which is that users will organically share how great your product is with each other. So viral and word of mouth are essentially for this purpose the same thing. So the idea is that we're really measuring users propensity to talk about our product with other prospective users. And that's how we're going to grow. And then finally sticky is a lot about retention, Zappos. The e-commerce site is a classic example here. And the idea is that we're investing in a really great customer experience, customer care, whatever it is, so that our customers come back to us. So one thing that you might want to think about if you're going to storyboard this is, at the end you might want to begin with the end of mind and ask yourself, what is our principle engine of growth for this and what does constitute success at the end of this transaction? So regardless, this is a great way to kind of think through the whole user journey and unpack your assumptions into more soluble more testable pieces.
