Getting started with Job to be Done research
•
13 recomendaciones•586 vistas
This document provides an overview of how understanding "Jobs to be Done" can help companies create real customer value and develop innovative products and services. It defines a Job to be Done as the progress a customer is trying to make in a given circumstance. Understanding the goals, actions, pains, and gains associated with different Jobs can help identify opportunities. The document outlines techniques for discovering Jobs through customer interviews, analyzing qualitative data to group common Jobs, and implementing Jobs-based insights through experimentation, identifying opportunities, shaping the customer experience, and adapting marketing. The key thinkers credited with developing the Jobs to be Done framework include Christensen, Blank, Ulwick, Klement, and others from jobstobedone.org.
Recomendados
Recomendados
Más contenido relacionado
La actualidad más candente
La actualidad más candente (20)
Similar a Getting started with Job to be Done research
Similar a Getting started with Job to be Done research (20)
Último
Último (20)
Getting started with Job to be Done research
- 1. JobstobeDone Creating real value for your customers by knowing their Jobs to be Done.
- 2. Jobs to be Done help you to create real value for your customers, and create a service they are willing to pay a premium price for.
- 7. Wedefineajobastheprogress thatapersonistryingtomake inaparticularcircumstance. Clayton Christensen, author of Innovators Dilemma
- 8. It is about understanding what causes people to hire the services they do.
- 9. What we hire depends upon our goals and circumstances at that time.
- 10. A Job to be Done entails: • Goal - the progress someone is trying to make • Actions - what someone is doing to get there • Pains - obstacles and unwanted outcomes • Gains - factors helping to progress and positive outcomes
- 11. Example: • Goal - getting to work on time • Actions - checking for traffic jams, taking the car, taking a faster route • Pains - “There are always traffic jams”, “I can’t work in the car” • Gains - “I can leave whenever I want”, “I have a moment on my own”
- 12. Example: • Goal - getting a good night’s sleep • Actions - drinking chamomile tea, reading a book, setting an alarm, going to bed • Pains - “My neighbours have loud parties”, “Light early in the morning wakes me up”, “Without enough sleep I can’t function well” • Gains - “Sleeping well makes me more productive”, “It makes me less stressed”, “A quiet evening schedule helps”
- 13. Jobs to be Done vs. Actions
- 14. “I want to mow the lawn.” “I want to keep the grass short and tidy.” vs.
- 15. Youhavetodrilldeepandlookwide, identifyingnotonlythefunctional,but alsothesocialandemotionaldimensions. Clayton Christensen, author of Innovators Dilemma
- 16. Categorising Jobs to be Done: • Main Job to be Done - the progress someone is trying to make • Related Job to be Done - goals in conjunction with the main JTBD • Functional aspects - practical and objective requirements • Emotional aspects • Personal aspect - how one feels about the solution • Social aspect - how one believes he/she is perceived using the solution
- 17. Example: • Main Job to be Done - getting to work in time • Related Job to be Done - getting updated on the news • Functional aspects - needs to get from A to B • Emotional aspect • Personal aspect - wants to have a moment on her own • Social aspect - wants to be seen as a professional
- 18. Example: • Main Job to be Done - getting work done • Related Job to be Done - getting food • Functional aspects - place should have place to work, wifi, power outlets • Emotional aspect • Personal aspect - should make me feel comfortable • Social aspect - should give me a sense of privacy
- 19. Example: • Main Job to be Done - getting to know interesting new people for network • Related Job to be Done - getting inspired • Functional aspects - should get me into contact with new people in my field, should allow me to hold a conversation with these people • Emotional aspect • Personal aspect - should make me feel welcome • Social aspect - should make me look competent in my field
- 20. What service do we choose to hire?
- 21. It depends upon your goals and our environment
- 22. Factors in our environment can act as: • Pushes - pushing us to go look for another solution • Pulls - convincing us to start using a new solution
- 23. Example: • Pushes - “there are too many traffic jams” • Pulls - “I can work while sitting in the train!”
- 24. Example: • Pushes - “My phone’s battery keeps dying, it’s unreliable.”, “I cannot install the latest apps” • Pulls - “If it gets stolen I won’t lose a lot of money as it’s an old phone anyway”, “I’d like to be able to store more”
- 25. But there are counteracting forces…
- 26. The Progress Forces Diagram
- 27. The Progress Forces Diagram
- 28. The Progress Forces Diagram
- 29. The Progress Forces Diagram
- 30. The Progress Forces Diagram
- 32. Good preparation is half the work, what are we looking for?
- 33. Finding out why people choose to hire the products they do.
- 34. Discovering the goals and circumstances that influence these choices.
- 35. Focus on a hiring decision.
- 36. Why did they hire that service?
- 37. Big hires vs. Small hires
- 38. Observing • Behaviour is more reliable than opinion • Environment tells a lot • Noticing small details people often forget
- 39. Interviewing • Focus on past hiring decisions • Find out what led up to the hire • Discover emotional aspects • The why?
- 40. Make a timeline
- 41. • Times • Places • People • Actions • Services Ask for
- 47. Let’s take an example
- 48. “We’re going to try to map out a typical day in your life, see when you listen to music and why you do so at these moments.”
- 49. “Could you describe yesterday? What did you do in the morning, in the afternoon? Where did you go?”
- 50. “Were you listening to music? When? Where were you?”
- 51. “What were you listening to? Why?”
- 52. “For how long did you use it?”
- 53. “Did you do anything else while listening to music?”
- 54. “What did you use to listen to music? Why?”
- 55. “What did you use to listen to music? Why?”
- 56. “What did you use to listen to music? Why?” etc…
- 57. You learn by doing.
- 59. Interviewing the right people • Go to a spot where your customers are likely to be • Interview people who have chosen to hire your product • Attract interested people with an event or landing page • Use a set of questions to filter out people
- 61. What are we looking for?
- 62. To gain a deep understanding of people’s lives, what progress they’re trying to make and under what circumstances.
- 63. Jobs to be Done: • Goal - the progress someone is trying to make • Actions - what someone is doing to get there • Pains - obstacles and unwanted outcomes • Gains - factors helping to progress and positive outcomes
- 64. Jobs to be Done emerge from patterns across interviews.
- 65. We perform a cluster analysis to find patterns in qualitative data.
- 67. “The train is often delayed” “It’s not reliable”“It’s lost time” “My transfer times are too short” “I can’t work because it’s too busy to sit” “I have too many transfers” Finding the common thread
- 69. “I want proper office equipment” “I want to get the information I need” “I want to get my work done” Hierarchies in Jobs to be Done
- 71. I have my Jobs to be Done: Now what?
- 72. Thejobspecisfromtheinnovator’spoint ofview:WhatdoIneedtodesign, develop,anddeliverinmynewproduct offeringsothatitsolvestheconsumer’s jobwell? Clayton Christensen, author of Innovators Dilemma
- 73. Experiment! Can I replicate my findings in experiments? • Create a landing page • Check whether people are willing to pay
- 74. If you’ve confirmed your findings…
- 75. Identify opportunities for innovation • Lots of pushes • Cobbled up solutions • Non-consuming
- 76. Identify your real competitors
- 77. Adapt your marketing • Pick your channels • Advertise with the Job to be Done you can solve • Talk in the words of your customer
- 78. Shape your customer journey • Identify critical moments • Take away obstacles • Alleviate doubts
- 79. We are standing on the shoulders of giants Belowis alistofpeoplewewanttoattributeto: Clayton Christensen • CompetingAgainstLuck Steve Blank • CustomerDevelopment Tony Ulwick • Jobs tobeDone:TheorytoPractice Alan Klement • WhenCoffeeand KaleCompete Chris Spiek • UnpackingTheProgressMaking ForcesDiagram(jobstobedone.org) • TheJobs-to-be-DoneMattressInterviews (jobstobedone.org)