1000 ken chad jtbd uksg_april2013_ken_chad


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1000 ken chad jtbd uksg_april2013_ken_chad

  1. 1. customers/users: dont look at needs: analyse the jobs-to-be-done UKSG conference kenchadconsulting April 2013Ken ChadKen Chad Consulting LtdTwitter @kenchadken@kenchadconsulting.comTe: +44 (0)7788 727 845www.kenchadconsulting.com
  2. 2. are you looking to implement a product or service?are you looking to develop a product kenchadconsulting or service?
  3. 3. if you are --then you have already analysed, or will be looking at, customer needs kenchadconsulting
  4. 4. “customer needs, either expressed or yet-to-be-articulated, provide new product development opportunities.......” kenchadconsulting The Product Development Management Association (PDMA)
  5. 5. to be successful a product or service has to meet a significant number of(unmet, maybe new) customer needs kenchadconsulting
  6. 6. focus on the sweet spot kenchadconsulting strategic sweet spotAdapted from: Can you say what your strategy is. By David J Collis and Michael G Rukstad. Harvard Business Review. April 2008
  7. 7. customerskenchadconsulting
  8. 8. we need to analyse customers-current, potential and their unmet needs kenchadconsulting
  9. 9. “people don’t want quarter-inchdrills, they want quarter-inch holes.” Theodore Levitt of the Harvard Business kenchadconsulting School.
  10. 10. so..... students dont want a discovery service or an ebookplatform or a MOOC, (or a journal article or a book) kenchadconsulting they want.......................??
  11. 11. If you want my future, forget my past If you wannaget with me, better make it fast. Now dont gowasting my precious time. Get your act together, wecould be just fineIll tell you what I want, what I really, really want. Sotell me what you want, what you really, really want Iwanna, I wanna, I wanna, I wanna, I wanna reallyReally, really, wanna zigazang ha
  12. 12. people hire (with money, time effort) products and services toaccomplish a task, achieve a goal or solve a problem. kenchadconsulting these are the “jobs-to-be-done.”
  13. 13. “Although we would like to believethat all undergraduate students arerigorous seekers of knowledge, the job that many ...are trying to get done...is to pass their courseswithout having to read the textbook kenchadconsulting at all”The innovators solution. By Clayton M Christensen . Harvard Business School Press. 2003
  14. 14. Almost a third of students these days do not take anycourses that involve more than 40 pages of readingover an entire term. Moreover, students are spendingmeasurably less time studying and more on recreation. kenchadconsulting[Higher education] Not what it used to be. American universities represent declining value formoney to their students. Economist 1st Dec 2012http://www.economist.com/news/united-states/21567373-american-universities-represent-declining-value-money-their-students-not-what-it
  15. 15. “companies have spent a lot ofmoney helping students to do more easily something that they have been trying not to do”The innovators solution. By Clayton M Christensen . Harvard Business kenchadconsulting School Press. 2003 and libraries too.????
  16. 16. Jobs-to-be-done (JTBD) approach (1) What is the problem that needs to be solved? (2) Who needs to solve the problem kenchadconsulting (3) What is the particular circumstance of the problem (i.e. I’m on the train with a smart phone)?http://www.kenchadconsulting.com/how-we-can-help/innovation/
  17. 17. Jobs-to-be-done (JTBD) approachPinpointing the opportunity...What is the fundamental problem?What objectives are used to evaluate the solution? kenchadconsultingWhat barriers limit the solution?What solutions do customers consider?What opportunities exist for (innovative) solutions?
  18. 18. Jobs-to-be-done (JTBD) approachAnalysing the ‘job’ with customersWhat is the problem you are facing..and why do you care?What is the process you currently use to solve that problem?What alternatives do you consider when going through this process kenchadconsultingWhy do you select the option you select?What do you like about the current optionWhat don’t you like about itWhat frustrates you when trying to solve this problem
  19. 19. Prioritising the jobs
  20. 20. Analysing (potential) solutions what are the solutions capabilities? what barriers does it overcome? what objectives can it address? in what circumstances will it be effective?for what jobs is the solution applicable? who would hire this solution?
  21. 21. some reasons why products and services fail focusing on jobs that are too loosely defined, focusing on getting just one or two steps of a job done, when the actual job is much larger and complex kenchadconsultingtrying to improve and existing product when really a totally new one is required
  22. 22. some reasons why products and services fail the product doesn’t get the job done any better. It fails toaddress additional unmet needs and add additional value. the product doesn’t address the entire job. It may help customers get parts of the job done well, but not the kenchadconsultingwhole job, leaving customers to cobble together the rest of the solution. the product gets the job done better, but not enough to matter.
  23. 23. In the end of course its about valuewhy should people use our products and/or services instead of kenchadconsulting alternatives?
  24. 24. www.kenchadconsulting.com
  25. 25. customers/users: dont look at needs: analyse the jobs-to-be-done UKSG conference kenchadconsulting April 2013Ken ChadKen Chad Consulting LtdTwitter @kenchadken@kenchadconsulting.comTe: +44 (0)7788 727 845www.kenchadconsulting.com
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