A value promise is not a description of your product's features. It is a statement of the value your product delivers in terms of what the user is trying to accomplish: their job to be done.

The job-to-be-done framework shifts focus from product attributes to the underlying goal or problem the user wants to solve.

Jobs have functional, emotional, and social dimensions. A clinician may want accurate diagnostic information (functional), confidence in decisions (emotional), and recognition as technically current (social).

In many healthcare settings, multiple user groups interact with the same solution in different ways. A clinician may be the primary direct user, while nurses, technicians, administrators, patients, or caregivers may be indirect users whose workflows are also affected.

Your task in this block is to identify who uses the solution, how they use it, and what they are trying to accomplish. The more precisely you define the user, the easier it becomes to test whether your value promise is real.

Do not define users too broadly. "Hospitals" are not users. "Emergency department nurses documenting patient transitions during shift change" is a user definition you can actually test.

In most healthcare settings, purchasing decisions are made at the institutional level. This can involve procurement teams, department heads, finance leaders, or value analysis committees. Each plays a role in determining whether your solution is approved, funded, and implemented.

Economic buyers evaluate your solution based on its impact on cost, revenue, efficiency, and outcomes. While users care about whether the solution works in practice, economic buyers care about whether it makes sense for the organization.

It is common to have multiple economic buyers in a single organization. Your task is to identify who has decision authority, what criteria they use, and how purchasing decisions are actually made in practice.

These include clinical champions, key opinion leaders (KOLs), department heads, and experienced practitioners whose views carry weight within an organization or specialty.

Expert influencers affect how your solution is perceived. They can accelerate adoption by endorsing it, or block adoption by questioning its value, safety, or relevance.

Your task is to identify who these individuals are, what matters to them, and what evidence they need to support your solution. Their expectations are often based on clinical credibility, evidence quality, and alignment with existing practice.

These include regulatory bodies, payors, government agencies, specialty boards, and clinical guideline organizations. Their role is to establish the rules and incentives that shape healthcare decisions.

Authorities can determine whether your solution can be marketed, what claims you can make, whether it will be reimbursed, and how it fits into clinical practice.

Your task is to identify which authorities matter in your context, what requirements they impose, and how their decisions affect adoption and revenue.

While users care about whether a solution works in practice, economic buyers care about its financial and operational impact. This includes cost savings, revenue generation, efficiency gains, risk reduction, and measurable outcomes.

Your task is to express value in concrete, quantifiable terms. This may include reduced length of stay, fewer complications, improved throughput, increased reimbursement, or avoided costs.

Strong value quantification connects directly to the buyer's decision criteria. It should be specific enough that it can be tested and validated with real data.

Your task is to estimate the size of the opportunity in terms of actual use, not broad market categories. This means defining the number of relevant institutions, departments, clinicians, patients, procedures, or episodes that create a real opportunity for adoption.

The goal is not to produce an impressive number. The goal is to produce a credible one. Strong market size estimates are bottom-up, transparent, and tied directly to the Target Market you are trying to validate.

In later stages, this block can expand from beachhead assumptions to a broader target market. But at the beginning, precision matters more than scale.

This may take many forms: capital purchase, subscription, per-use fee, per-patient fee, service contract, licensing, reimbursement-based payment, or a hybrid model.

Your task is to define the unit of transaction and the mechanism through which revenue is captured. The important question is not just "what do we charge?" but "what triggers payment, and why would the buyer accept that structure?"

A strong transaction model aligns with buyer preferences, purchasing processes, and reimbursement realities. It must be realistic in the context of how healthcare organizations actually buy and pay.

In healthcare, channels are rarely simple. They may include direct sales teams, distributors, clinical partnerships, digital platforms, or integration into existing workflows and systems.

Customer relationships extend beyond the initial sale. They include onboarding, training, support, and ongoing engagement. In many cases, sustained adoption depends as much on these relationships as on the product itself.

Your task is to define how you will reach each stakeholder group, how trust will be established, and what is required to maintain long-term adoption and use.

In healthcare, key partners may include manufacturers, suppliers, contract research organizations, clinical research sites, academic medical centers, distributors, reimbursement advisors, or platform providers.

Your task is to identify which external relationships are truly critical to delivery, validation, regulatory progress, or scaling. The test is simple: would losing this relationship materially impair your ability to deliver your value proposition?

Distinguish between operational partners and strategic partners. Operational partners fill capability gaps. Strategic partners are integral to the business model itself and may be foundational to growth beyond the beachhead market.

In healthcare innovation, key activities often include product development, regulatory execution, evidence generation, quality management, clinical implementation, sales, training, and customer support.

Your task is to identify which activities must be performed internally because they are core to quality, differentiation, or strategic control. If an activity is essential to your competitive position, you should be cautious about outsourcing it.

A strong Key Activities block makes clear what your company must repeatedly do well in order to succeed.

Your task is to identify which resources are essential, not merely helpful. These can include intellectual property, proprietary datasets, clinical evidence, regulatory approvals, specialized talent, manufacturing capability, capital, or relationships that cannot be easily replicated.

A strong resource base does more than enable delivery. It creates defensibility. In healthcare, the resources that matter most are often difficult to build and slow to replace.

Always distinguish between resources that are necessary for initial operation and those that are critical for long-term competitive advantage.

Key Elements of Cost Structure

Revenue Stream defines how your solution generates income at scale, including pricing, payment structure, and volume assumptions.

Investor Economics synthesizes the model into a fundable narrative, demonstrating whether the business can scale efficiently and generate attractive returns.