In the previous lessons, we walked through the first two dimensions of product strategy: the target audience and problem you’re solving.  
在前幾堂課中，我們已經探討了產品策略的前兩個面向：目標受眾以及你所要解決的問題。

We went through how the bullseye approach to target audience.
我們討論了如何運用靶心法來鎖定目標受眾。

And the outcome-motivation gap approach for the problem you’re solving, helping you more deeply understand these strategic dimensions, which subsequently helps you create more resonant features. 
而「成果—動機落差」的方法，能協助你更深入理解你所解決問題的策略層面，進而打造出更能引起共鳴的產品特性。

In this lesson, we’ll walk through the third dimension of product strategy: value proposition.
在本課程中，我們將深入探討產品策略的第三個面向：價值主張。

A value proposition explains how your product adds value to its target customers. 
價值主張闡明了您的產品如何為目標客戶帶來價值。

The common, surface-level understanding of how to describe your value proposition is to describe it in a single, high-level statement. 
一般人對於如何描述你的價值主張，常見且表面的理解，是用一句高度概括的話來說明。

The problem with doing so can be described through a photo compression analogy. When you take a high definition photo with lots of detail and attempt to compress it into a much smaller image, you lose a lot of details and nuance in the process. 
這種做法的問題，可以用照片壓縮來比喻。當你拍下一張細節豐富的高解析度照片，卻試圖將它壓縮成一張小得多的圖片時，過程中便會失去許多細節與微妙之處。

This is OK if everyone knows what the original photo looked like, because they can fill in the details with their memory. 
如果每個人都記得原本的照片長什麼樣子，這樣也無妨，因為他們可以用自己的記憶補足那些細節。

However, for a new person who’s never seen the original photo, they have to interpret what those details might’ve been, sometimes erroneously. 
然而，對於一個從未見過原始照片的新來者而言，他們必須自行揣測那些細節可能是什麼，有時甚至會出現誤解。

Similarly, products can have a fair amount of nuance in their value proposition. When you attempt to compress it all into a single value statement, you lose a lot of that nuance in the process. 
同樣地，產品的價值主張也可能蘊含相當多的細緻層次。當你試圖將這一切壓縮成一句簡單的價值陳述時，過程中便會失去許多這些細膩之處。

This causes people’s understanding of the value proposition to become more vague. People who don’t already have a clear understanding of the value proposition may misinterpret some of the details. 
這使得人們對價值主張的理解變得更加模糊。那些原本對價值主張沒有明確認知的人，可能會誤解其中的一些細節。

This can manifest in problems like mid-project disagreements, where people disagree on what exactly the value proposition is.
這可能會導致如專案進行中出現分歧的問題，人們對於究竟什麼才是價值主張產生不同的看法。

With a less focused view on what exactly you’re trying to deliver, you ultimately end up with a less focused product.
當你對於自己究竟想要傳遞什麼缺乏明確的聚焦，最終只會造就一個同樣缺乏焦點的產品。

In addition, you have less compelling differentiation relative to the competition, resulting in a non-needle-moving product outcome. 
此外，與競爭對手相比，你的產品缺乏足夠具說服力的差異化，最終導致產品表現平平，無法帶來顯著的突破。

Take, for example, Substack’s value proposition: a platform for independent writing.
以 Substack 的價值主張為例：一個為獨立寫作而設的平台。

On the surface, it seems to clearly articulate what the platform should be. However, it ends up leaving a lot up to interpretation.
表面上看來，這似乎清楚地闡述了這個平台應該是什麼。然而，最終卻留下了許多可供解讀的空間。

For example, “a platform for independent writing” could mean that Substack focuses entirely on making the experience of writing easier.
例如，「一個獨立寫作的平台」可能意味著 Substack 完全專注於讓寫作的體驗變得更加輕鬆。

An unaligned team could easily interpret this high level value proposition to mean that they should be building beautiful, intuitive writing software, with tools that help writers edit better.
一個未經協調的團隊，很容易將這種高層次的價值主張解讀為：他們應該打造一款美觀、直覺的寫作軟體，並提供協助作家更好編輯的工具。

However, in reality, Substack does more than just make the writing process itself easier. In fact, a large part of its value proposition is actually focused on supporting the writer outside of the writing process.
然而，事實上，Substack 所帶來的，不僅僅是讓寫作本身變得更加輕鬆。事實上，它的價值主張有很大一部分，其實是著重於在寫作過程之外，為寫作者提供支持。

If Substack didn’t clarify this, their team may have been confused on why they were spending so many resources on initiatives that didn’t directly improve the writing process for writers. This could then have resulted in lots of time expended on solving mid-project alignment questions.
如果 Substack 沒有釐清這一點，他們的團隊或許會困惑，為什麼要花費這麼多資源在那些並未直接改善寫作者寫作流程的計畫上。如此一來，團隊可能會耗費大量時間在解決專案進行中的方向一致性問題上。

To reduce this possibility of misinterpretation and misalignment, you need to go to the next level of depth in understanding and communicating your value proposition.
為了降低誤解與認知不一致的可能性，你必須更深入地理解並傳達你的價值主張。


Do this by articulating your value proposition as a collection of sub-benefits. 
請將你的價值主張細緻地拆解為多個子價值點來闡述。

Sub-benefits are the distinct individual benefits that your product provides. 
子價值點是指您的產品所提供的各項獨特個別利益。

Combined, these sub-benefits make up your value proposition.
這些子價值點結合起來，便構成了你的價值主張。

By detailing your value proposition as a set of individual benefits, you can much more clearly convey what value you want to deliver, reducing opportunity for misinterpretation and misalignment. 
透過將你的價值主張細分為一系列具體的個別利益，你能更清楚地傳達所欲帶來的價值，從而減少誤解與偏差的可能性。

You also gain the benefit of being able to clearly measure your progress against each part of your value proposition.
你同時也能夠清楚衡量自己在每一項價值主張上的進展。

This in turn lowers the likelihood you under-deliver on any one part. 
如此一來，便能降低你在任何一個環節表現不佳的可能性。

For example, Substack breaks its core value proposition of ‘a platform for independent writing’ into 4 sub-benefits:
例如，Substack 將其「獨立寫作平台」這一核心價值主張，細分為四項子價值：

First: “Get paid to do what you love” - Substack is not necessarily focused on making the writing process itself easier. 

首先：「做你所愛，還能獲得報酬」——Substack 並不一定著重於讓寫作本身變得更輕鬆。

Instead, it’s focused on reducing the time spent on the overhead around writing, like setting up a website, collecting payments, and doing customer service. 

This is an important part of Substack’s value proposition, because writers starting off on their own often spend 40% of their time doing this overhead.
相反地，它專注於減少圍繞寫作所需的繁瑣事務所花費的時間，例如架設網站、收款以及處理客服。這正是 Substack 價值主張中的重要一環，因為剛開始獨立創作的寫作者，往往有高達四成的時間都耗費在這些雜務上。

Second: “You’re in charge” - This explains that Substack allows you to build and completely own your audience. 


第二點：「你擁有主導權」——這說明了 Substack 讓你能夠建立並完全擁有屬於自己的讀者群。

In contrast to traditional publications, Substack allows writers to fully own their email list and thus the means of access to their audience. This is highly valuable to the independent writer, because then they can choose to export their audience if they ever feel they are getting censored. 
與傳統出版物不同，Substack 讓寫作者能夠完全擁有自己的電子郵件名單，從而掌握接觸讀者的途徑。對於獨立寫作者而言，這一點極具價值，因為一旦他們感受到審查的壓力，便能選擇將自己的讀者群導出，另覓天地。

Third: “Start your writing journey” - Substack has a specific program, Substack Pro, that pays writers an upfront sum to ease their transition to independent writing. This is about enabling writers to make a leap to independence, as opposed to helping their writing process directly. 
第三：「展開你的寫作旅程」——Substack 設有一項名為 Substack Pro 的專案，會預先支付作家一筆款項，以協助他們順利過渡到獨立寫作的階段。這項計畫的宗旨，在於幫助作家勇敢邁向獨立，而非直接介入他們的寫作過程。

And Fourth: “Everything you need to make a living writing” - This conveys that a big part of Substack’s value proposition is making ongoing life as an independent writer easier. They offer services like legal support and health care options to further remove barriers to spending time on independent writing. 
第四點：「一切你所需，成就寫作生涯」——這句話傳達了 Substack 價值主張中的重要一環，即讓獨立寫作者的生活更加輕鬆自在。他們提供法律支援與健康照護等服務，進一步消除獨立寫作路上的種種障礙，讓你能更專注於筆耕不輟。

By breaking its value proposition into a series of benefits, Substack is able to avoid misalignment on what they are building. Substack is able to clarify that it’s not focused on just making the writing process easier, but rather on making being an independent writer easier. 
透過將其價值主張細分為一系列具體的利益，Substack 能夠避免在產品建構方向上產生認知上的偏差。Substack 清楚地表明，他們的重點不僅僅是讓寫作過程變得更輕鬆，而是致力於讓成為一名獨立作家變得更加容易。

Additionally, Substack can also better track whether their roadmap is properly delivering on all of the value proposition instead of just part of it.
此外，Substack 也能更有效地追蹤其產品藍圖是否確實實現了全部的價值主張，而非僅僅達成其中一部分。

To replicate this process for your product, think about your ideal homepage.
要為你的產品複製這個流程，請試著想像你心目中理想的首頁。

Since product homepages are intended to entice users to try or buy your product, they should ideally be the perfect distillation of your product’s value and differentiation. A typical product homepage consists of at least 2 parts:
由於產品首頁的目的是吸引使用者嘗試或購買你的產品，因此理想情況下，它們應該是你產品價值與差異化的完美精粹。一般而言，產品首頁至少包含兩個部分：

First, the Product tagline and/or high-level value proposition - The product tagline usually shows up as the very first sentence on the page in large print, communicating the overall value promise to prospective customers.
首先，產品標語和／或高層次的價值主張——產品標語通常會以大字體作為頁面上的第一句話出現，向潛在客戶傳達整體的價值承諾。

And second, 3-5 benefits - The rest of the homepage typically details 3-5 product benefits, specifically communicating how the product would solve key customer challenges. While individual features are often mentioned in the benefit details, the overall benefit statements are phrased in terms of benefit to the customer.
其次，三到五項產品優勢——首頁的其餘部分通常會詳述三到五項產品優勢，明確傳達產品如何解決顧客的主要難題。雖然在優勢細節中常會提及個別功能，但整體的優勢陳述仍以顧客所能獲得的利益為主軸來表達。

If you have trouble narrowing down what exactly those 3-5 sub-value props might be, take a bottoms-up approach to discovering them. 

First, list out each of the benefits your product provides.
如果你難以明確界定那三到五個子價值主張究竟是什麼，不妨採取由下而上的方式來發掘它們。 首先，列出你的產品所帶來的每一項好處。

Then, group them to create higher-level themes. 
然後，將它們歸類，以形成更高層次的主題。

Prioritize the ones that capture your differentiation and map to your overall value proposition, so that you keep your benefits related to what most resonated with your users. 
優先考慮那些能展現你獨特之處，並與整體價值主張相呼應的要素，如此一來，你所強調的利益便能緊扣最能引起使用者共鳴之處。

As with the other strategic dimensions, this process is mapped out on the Product Strategy Map template. 
如同其他策略層面，此流程亦繪製於產品策略地圖範本上。

For example, think through how Figma’s website follows this format. The landing page boldly states its high-level value proposition: ‘Where Teams Design Together: Figma helps teams create, test, and ship better designs from start to finish.”
舉例來說，請思考 Figma 官方網站是如何遵循這個格式的。首頁大膽地陳述其高層次的價值主張：「團隊協作設計之地：Figma 協助團隊從頭到尾共同創造、測試並交付更優秀的設計。」

Then, underneath, Figma’s value proposition is broken up into its key sub-benefits:
接著，在下方，Figma 的價值主張被細分為幾個主要的子價值點：

-Brainstorm and workshop ideas together in FigJam - to explain how they help “teams design together” through live digital whiteboarding with live audio. 
在 FigJam 中共同腦力激盪與工作坊發想——透過即時數位白板與語音互動，協助團隊一同設計。

-Design without silos - to also clarify that “teams design together” means cross-functional collaboration, not just intra-design teams.
打破藩籬的設計——同時闡明「團隊共同設計」所指的是跨職能的協作，而非僅限於設計團隊內部的合作。

-Test and gather feedback - to explain that “ship better designs from start to finish’ means having strong prototyping and design features. 
測試並收集回饋——這是為了說明「從頭到尾交付更優秀的設計」意指擁有強大的原型製作與設計功能。

-and Share a common language - to clarify that ‘teams design together’ also means a more efficient collaboration process via features like shared digital libraries. 
——並共享一套共同的語言——以闡明「團隊共同設計」同時也意味著透過共享數位資源庫等功能，實現更高效的協作流程。

In this process of brainstorming your key 3-5 benefits, a common mistake is to create a laundry list of features. This is problematic, because it limits your thinking on what you’ll develop. If your value proposition is just your feature list, all you’ll do is try to incrementally improve that feature. 
在這個思考關鍵三到五項核心利益的過程中，一個常見的錯誤，就是列出一長串功能清單。這樣做的問題在於，它會限制你對產品開發的想像。如果你的價值主張僅僅是功能列表，那你所做的，也只會是試圖對這些功能做些微幅的改進而已。

Your goal as a PM is to enhance user benefits, and features are simply a vehicle for doing so. If you find yourself listing out features instead of benefits, think instead about what your features are ultimately doing for your users. 
作為產品經理，你的目標是提升使用者的利益，而功能僅僅是實現這一目標的工具。如果你發現自己只是在羅列功能，而非著眼於帶來的好處，不妨思考這些功能最終能為使用者帶來什麼樣的價值。

For example, Substack’s legal support program is just a feature when viewed by itself. The end benefit the legal support program creates is to give writers ‘everything you need to make a living writing.’
舉例來說，Substack 的法律支援計畫，單獨來看只是一項功能。然而，這項法律支援計畫最終帶來的益處，是讓寫作者擁有「一切你所需，得以靠寫作維生」。

In summary, high-level value propositions often leave too much room for interpretation.
總而言之，高層次的價值主張往往留下過多的解讀空間。

This leads to product disagreements.
這就導致了產品上的分歧。

And is less focused implementation of your key benefits.
而且對於你的主要優勢的實踐也較為分散。

To solve this, use the ideal homepage approach to clarify your high-value proposition as a collection of your most important benefits.
為了解決這個問題，請採用理想首頁法，將你的高價值主張明確闡述為一系列最重要的利益集合。

In the next lesson, we’ll learn how to get a deep understanding of your strategic differentiation.
在下一堂課中，我們將學習如何深入理解你的策略差異化。