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JOBS TO BE DONE Anthony Ulwick image 26/7/20, JOB TO BE DONE (Summary)…

- - - - evaluation & filtering process are flawed => because customer's unmet needs are unknown
      - generating more idea does not improve probability to satisfy unmet customer needs
      - customer can not articulate solution they want > responsibility of company
    - - what characteristics a customer need statement
      - what the structure, content, and syntax of a need statement
  - - - Must determine which needs are unmet
      - Determine segments of customers with different unmet needs
      - Must know all the needs in the market
    - - JTBD CORE FUNCTIONS
        
        Explain: 1- Core functional job: People buy products and services to get a job done
        2- Deep understanding of the core > enable => create product or service significantly better than competitor
        
        Examples: cut a piece of wood in a straight line / pass on life lessons to children / monitor a patient’s vital signs.
      - JTBD Executions
        
        2nd determine all the functional jobs customers trying to get done.
        
        3rd through quantitative research > determine which 1- jobs are most important 2- most attractive markets
        
        1st pick the customers (job executors)
      - JTBD Characteristics
        
        Second, a job has no geographical boundaries.
        The solutions all UK,US,IR,AUS from geography to geography, JTBD are the same.
        
        Third, a job is solution-agnostic.
        use of any specific technologies to solve customer problems
        
        First, a job is stable; it doesn’t change over time.
        e.g. Music industry JTBD is to help them listen to music like mp3 player,CD player,...
    - - WHAT 1-how customers measure success and value as they go through each step of the core functional job
        2- how it is possible to get the job done more quickly, predictably, efficiently, and without waste
      - HOW TO UNCOVER anatomize the core functional job into its component parts (job steps) using a job map
    - - While core functional job done> Knowing what those related jobs important > lead to the creation of a platform-level solution that gets many jobs done.
        Example: in wireless presenter device; a single platform point screen, advance slides, time or shut off the projector
    - - Emotional jobs define how customers want to feel or avoid feeling as a result of executing the core functional job. e.g. feel appreciated (an emotional job)
      - Social jobs define how the customer wants to be perceived by others. e.g. be perceived as a caring parent (a social job)
    - - jobs along the product lifecycle are called consumption chain jobs. Products have a lifecycle.
        Someone may also have to transport, clean, store, maintain, upgrade, repair, and dispose of it.
      - Understanding desired outcomes associated +relevant consumption chain jobs = gives designers and engineers the information they =>need to be proficient at design-centered innovation.
    - - understanding of the buyer’s financial needs > informs the decisions > lead business model innovation.
      - wearing the ‘buyer's hat’ when making the purchase decision
  - - - The Jobs-to-be-Done Growth Strategy Matrix >reveals > which growth strategies are available for company > to pursue in a given situation. (THEORY)
      - Outcome-Driven Innovation process > secure> the information that is needed > to determine what situation a company is in.(PRACTICE)
      - We began by “categorizing the possibilities” using the matrix shown.
    - - Disruptive Strategy
        
        will appeal to overserved customers (those with no unmet needs). Market=>
        current consumers > overserved > sacrifices > get > cheaply.
        Nonconsumers, > underserved> afford> get job done better currently.
        
        Examples: Google Docs (relative to Microsoft Office) & UberPOOL (share your ride and save /TAXI)
        
        worse and less expensive
        customers enable to get a job done more cheaply, but not as well as competing solutions.
      - Discrete Strategy
        
        customers for whom limited (or no) alternatives are available
        Market=> suited >situations > higher-priced version of the existing product > welcome—or where > clientele cannot object.
        
        Examples: Drinks sold in airports checkpoints & ATMs in remote locations
        
        worse and more expensive.
        existing product > sells it in a unique situation > justifies a higher price.
      - Dominant Strategy
        
        better and less expensive
        most appealing approach >a new market entrant > incumbents cannot defend against it.
        
        will appeal to all customers
        Market=>win with a dominant strategy if they introduce a product > at least 20% better and at least 20% more cheaply.
        
        Examples: Netflix’s, Google Search & AdWords, Vanguard, UberX
      - Sustaining Strategy
        
        get the job done just slightly better and/or more cheaply.
        “slightly” as less than 5% better or cheaper. >The risk is too high to make a switch. Customers only switch if better of 20%
        
        good strategy for an incumbent to follow to maintain market position, market share, and margins.
        
        between(picture)
        poor strategy for new market entrant, > may help incumbent company >retain existing customerst
      - Differentiated Strategy
        
        customers who have unmet needs and are willing to pay more to get a job done better
        Market => high end, capture profit share, gain market share.
        
        Examples: Espresso, iPhone, Emirates airlines, BMW sports cars, Sony’s PlayStation, Dyson’s, UberBLACK
        
        better and more expensive
        highly underserved segment of customers > targeted >premium-priced offering > gets the job done significantly better.
- - - - end user (or functional job executor)
        
        provide > list of their emotional jobs and related jobs
        e.g. medical device manufacturer > the surgeon
        
        uses the product
        
        provide functional metrics
        (desired outcomes) :star: =>
        
        figure > product that >get > faster,& more predictably, &more efficiently, with higher output or throughput.
      - product lifecycle support team,
        
        their insights make possible> to create > positive customer experience
        
        eliminating these chain benefits
        
        Lower cost of product ownership=> satisfies decision maker
        
        makes the product convenient to use=> satisfies needs core job executor E.g. Dyson > eliminate collecting & disposing> bagless vacuum & Shirt makers > non-iron shirts =>more convenient
        
        people install, set up, store, transport, maintain, repair, clean, upgrade, and dispose of the product.
      - purchase decision maker
        
        provide > financial desired outcomes>how to create a product or service > cheaply
        
        e.g. the buyer of a surgical tool > seeking products >reduce the patient’s length of stay OR reduce likelihood of a recurrence
        
        responsible seeking & evaluating offerings &deciding which to buy.
  - - - Correct Question
        
        :no_entry: What job did you hire that product to do?” To avoid defining the job to narrowly
        
        :check: Ask, “Why are you using that product? What job are you ultimately trying to get done?”
      - defining job
        
        too narrowly > new competitor to overtake a market & know-how to create an offering E.g. kettle maker What job did you hire that product to do?” to “Boil water.” :red_cross:
        
        too broadly> to prevent > ask, “Can and will the company address this job from beginning to end over time?” if company not willing to acquire >capabilities, resources, funding, and technology > too broad :red_cross:
    - - Define Correct job statement format
        
        Job statement = verb + object of the verb (noun) + contextual clarifier
        e.g.1. listen to music while on the go = listen + to music + while on the go e.g.2. get breakfast while commuting to work = get + breakfast + while commuting to work
        e.g.3 = minimize + the time it takes + for the corn seeds to germinate
      - :check:Take the customer’s perspective think about the job from customer’s perspective, NOT company’s. e.g. company supply weeds killer > JTBD prevent weeds from impacting crop yields.
      - :green_cross:Don’t overcomplicate it While JTBD Needs Framework is multilayered and complex, a functional job statement is NOT. It is important > statement, > one dimensional & mutually exclusive.
      - :check:Leave emotion and other needs out of it make sure defined as a functional job NOT hybrid of functional, emotional and social jobs.
        :green_cross:DO NOT include desired outcomes in the functional job statement. > must be stated separately. E.g. cut a piece of wood in a straight line, don’t say: accurately, safely and quickly cut a piece of wood in a straight line.
      - :check:Define the job, :green_cross:not the situation
        DO NOT define JTBD as a situation >customers > find themselves in. Rather, define the job around what the customer decides to do in that situation.
        e.g. commuters on a long, boring commute > job is not overcoming boredom because it is not a functional job. Rather, consider what commuters choose to do when they are on a long, boring commute.e.g. get breakfast while commuting to work (JTBD)
  - - - What IS
        
        visual depiction of the core functional job, deconstructed into its discrete process or job steps, which explains, in detail.
        
        focused on underlying goals of the actions being taken. e.g, you wouldn’t say an anesthesiologist is looking at the display > Instead, you would say anesthesiologist is monitoring the patient’s vital signs, which is the underlying goal of looking at the display.
      - What IS NOT
        
        not show what the customer is doing (a solution view); rather, it describes what the customer is trying to get done (a needs view).
        
        is not a customer journey or customer experience map: it does not describe the journey the customer goes through to buy, receive, set up, use, upgrade, clean and maintain a product. => If you are focusing on the customer journey, you are not focused on the core functional job.
      - Good and Complete JM
        
        Describe what customer >trying >get done independent of all >competing solutions that customers are using.>>>In other words, it will be accurate for all customer situations, regardless of the products they are using to JTBD
        
        Represents the ideal process flow for that job: with all of the steps in the ideal order for efficient execution.
      - Reasons creating job map:
        
        innovative ideas can come from > as it points out holes & inefficiencies in existing offerings.
        
        serves as a framework & guide capturing customer’s desired outcomes.
        
        lays out the long-term strategy for the organization
      - THE UNIVERSAL JOB MAP
        
        8 fundamental process steps: define, locate, prepare, confirm, execute, monitor, modify and conclude. (below pic)
    - - WHAT
        
        Customers know perfectly well > how measure success when executing a job & are very capable of communicating those metrics—==> those metrics, simply put, are their desired outcomes. A corn farmer, for example, may want to minimize the time it takes for the corn seeds to germinate
      - STATEMENT
        
        Outcome statement = direction of improvement + performance metric + object of control + contextual clarifier
        e.g. listening to music = Minimize + the likelihood + that the music sounds distorted + when played at high volume
      - TIP
        
        Outcome-Based Segmentation is a tool to figure out Desired Outcomes which shows customer's dimensions that they are underserved, and to what degree
  - - - Knowing if and why segments of customers have different unmet needs is the key to an effective market and product strategy
      - The only way to discover segments of customers with unique sets of unmet needs is to segment the market around unmet needs
      - segmentation
        analysis result
        
        underserved (they have unmet needs)
        
        overserved (they’re getting extraneous features, perks, or services they don’t value)
        
        appropriately-served (all of their needs are satisfied without any extraneous features)
      - Customers have different unmet > subsets of customers often encounter added difficulties > that other customers do not face=> create additional unmet needs for customers
        E.g. normal drivers > reach a destination on time => some drivers have multiple locations during the day >unmet needs other drivers did not have E.g.2. some tradesmen > cut wood in a straight line > had to make more finish cuts
    - - 2ND survey sample of customers (between 180-3000 customers)>>>Determine which dimensions they are underserved &overserved => it MUST accelerate development of product & service features
      - 3RD categorizing by factor analysis & cluster analysis >segment the market > groups of customers with unique sets of unmet desired outcomes>>> which dimensions they are underserved
      - 1ST analyze JTBD & capture all customers’ needs in the form of desired outcome statements>>>why a segment of customers is underserved => it MUST point out to customers ways addresses the unmet needs it has discovered.
      - 4TH include profiling questions >in the survey to understand what factors cause complexity & make some customers struggle more than others to JTBD>>>to what degree => it MUST create or invent new features
  - - - an innovation, service, or feature intended/delivered to make a company or product attractive to customers.
      - Example: Coloplast insted of "help wounds heal faster" => wound doesn’t get worse (preventing complications)
    - - (2) define the value proposition that communicates to customers that their needs can be satisfied
      - (3) do everything in its power to satisfy the targeted unmet needs better than its competitors.
      - (1) know where in the job customers are underserved
    - - way is Outcome-Based Segmentation > know why a segment of customers is underserved > which dimension + what degree > address all the unmet needs
  - - - (1) pinpoint precisely which desired outcomes to address to offset the strengths of competing offerings
      - (2) reveal which underserved desired outcomes exist in the market as a whole
  - - - which the segments will be targeted ?
      - provides a timeline for implementation
    - - able to formulate the innovation strategy
      - eg. BOSCH option1 target overserved segment > circular saw > more cheaply (a disruptive strategy).
        option 2 introduce new laser-based technology (a differentiated Strategy)
        option 3 Bosch pursued was to stick with existing technology and add features to the platform that would address underserved outcomes in underserved segment (This was their innovation strategy)
    - - which underserved outcomes a company is going to target ?
      - how it is going to target them ?
      - which outcome-based segments?
  - - - Outcome- Based Segmentation analysis
      - Opportunity Algorithm => prioritize opportunities
    - - Formula: Opportunity score = outcome importance + (outcome importance – outcome satisfaction)
      - Example: 200 out of 270 circular saw users rate the outcome [customer who use your product] (74% or 7.4 on our scale) > only 75 of the 270 users rate the satisfaction (28% or 2.8 on our scale), then (7.4) + (7.4 – 2.8) = 12.0. => opportunity score of 10 or greater indicates that the outcome is underserved.
    - - target unmet desired outcome for growth
      - target unmet needs in each segment to help customer JTBD Better and Cheaper
    - - WHAT: shows visually which outcomes are under-and overserved 👉
      - EXPLAIN:
        
        (B) OVERSERVED: become targets for cost reduction / replacing them with lower-cost features help customers JTBD more cheaply.
        
        (C) UNDERSERVED: will enable customer to JTBD better / Target customer don’t know what those underserved outcomes are is extremely low.
        
        (A) SATISFY: existing products satisfy and new products must also satisfy to win in the marketplace.
- - - - JTBD process:
        
        1- Know Needs in market 2- Determine which needs Unmet 3- Determine segment customer with diff unmet needs
      - JTBD CORE FUNCTIONAL
        
        Explain: People buy products and services to get a job done
        Deep understanding of core > enable => create product or service better than competitor
        
        Examples: cut a piece of wood in a straight line / pass on life lessons to children / monitor a patient’s vital signs.
      - JTBD DESIRED OUTCOMES
        
        how customers measure success &value the core functional job
        how to get the job done more quickly, predictably, efficiently
        how analyse the core functional job into its component parts (job steps) using a job map
    - - CONSUMPTION CHAIN JOBS
        (product lifecycle)
        
        CONSUMPTION: Understanding jobs along the product lifecycle > gives designers and engineers the information >need design-centered innovation
        E.g. Dyson > bagless vacuum
      - FINANCIAL DESIRED OUTCOMES
        (purchase decision maker)
        
        understanding of the buyer’s financial needs > informs the decisions > lead business model innovation.
      - RELATED & EMOTIONAL AND SOCIAL JOBS
        (end user)
        
        Emotional jobs: define how customers want to feel or avoid feeling as a result of executing the core functional job. e.g. feel appreciated (an emotional job)
        
        Social jobs define how the customer wants to be perceived by others. e.g. as a caring parent (a social job)
        
        RELATED: While CFJ done> Knowing related jobs important > lead to the creation of a solution > many jobs done.
        e.g. wireless presenter device
- - - - lifecycle support team
        
        ppl install, store, maintain, upgrade, and dispose product.ISMU
        
        lower cost + convenient to use > satisfy DM
      - purchase DM
        
        seeking & evaluating > Cheaply
        
        e.g in surgical tool > reduce patient length & recurrence
      - end user
        
        provide functional metrics
        (desired outcomes) :star: =>
        
        Provide RELATED & EMOTIONAL AND SOCIAL JOBS
  - - - 1st Analyze JTBD- 2nd Survey - 3rd Categorize - 4th find factors
    - - Knowing if and why segments of customers have different unmet needs is the key to an effective market and product strategy
        E.g. normal drivers > reach a destination on time => some drivers have multiple locations during the day >unmet needs other drivers did not have
  - - - able to formulate the innovation strategy
        e.g. BOSCH circular saw
  - - - NUMBERS> OPPORTUNITY ALGORITHM => prioritize opportunities
        Formula: **Opportunity score = outcome importance + (outcome importance – outcome satisfaction)
      - VISUAL> OPPORTUNITY LANDSCAPE explain: Satisfy, Overserved, Underserved customers