Jtbd uksg april2013_ken_chad
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Jtbd uksg april2013_ken_chad Jtbd uksg april2013_ken_chad Presentation Transcript

  • kenchadconsultingKen ChadKen Chad Consulting LtdTwitter @kenchadken@kenchadconsulting.comTe: +44 (0)7788 727 845www.kenchadconsulting.comcustomers/users:dont look at needs: analyse thejobs-to-be-doneUKSG conferenceApril 2013
  • are you looking to implement aproduct or service?are you looking to develop a productor service?kenchadconsulting
  • if you are --then you have alreadyanalysed, or will be looking at,customer needsThe JTBD methodology is a way of looking atcustomer behaviour to ‘test’ existing, new orimagined products and serviceskenchadconsulting
  • “customer needs, either expressed oryet-to-be-articulated, provide newproduct developmentopportunities.......”The Product Development Management Association (PDMA)…..so think of yourself as in product/service development. What newproducts or services might you conceive?kenchadconsulting
  • to be successful a product or servicehas to meet a significant number of(unmet, maybe new) customer needskenchadconsulting
  • How ‘needs’ fit into your overall strategyfocus on the sweet spot‘–where your capabilities can meet customer needs that competitors cannotstrategic sweet spotAdapted from: Can you say what your strategy is. By David J Collis and Michael G Rukstad. Harvard Business Review. April 2008kenchadconsulting
  • customerskenchadconsulting
  • analyse customers’ current, potentialand unmet needsthe ‘jobs’ they need to get done –the ‘problems’ they aretrying to solvekenchadconsulting
  • “people don’t want quarter-inchdrills, they want quarter-inch holes.”Theodore Levitt of the Harvard BusinessSchool.(this also illustrates how there will be hierarchy of jobs.. E.g. holesfor shelves, shelves for books, books for knowledge, knowledge toincrease reputation.... etc..)kenchadconsulting
  • so..... students dont want a discoveryservice or an ebook platform or aMOOC, (or even a journal article or abook)they want.......................??(what does research into user behaviour say....)kenchadconsulting
  • If you want my future, forget my pastIf you wanna get with me, better make it fast.Now dont go wasting my precious time.Get your act together, we could be just fineIll tell you what I want, what I really, really want.So tell me what you want, what you really, really wantI wanna, I wanna, I wanna, I wanna, I wanna reallyReally, really, wanna zigazang haIll tell you what I want, what I really, really want
  • people hire (with money, timeeffort) products and services toaccomplish a task, achieve a goal orsolve a problem.these are the “jobs-to-be-done.”kenchadconsulting
  • “Although we would like to believethat all undergraduate students arerigorous seekers of knowledge, thejob that many ...are trying to getdone...is to pass their courseswithout having to read the textbookat all”The innovators solution. By Clayton M Christensen . Harvard BusinessSchool Press. 2003kenchadconsulting
  • 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.[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-itkenchadconsulting
  • “companies have spent a lot ofmoney helping students to do moreeasily something that they havebeen trying not to do”The innovators solution. By Clayton M Christensen . Harvard BusinessSchool Press. 2003and libraries too.????kenchadconsulting
  • Jobs-to-be-done (JTBD) –the elementskenchadconsulting(1) What is the problem that needs to besolved?(2) Who needs to solve the problem(3) What is the particular circumstance of theproblem (i.e. I’m on the train with a smartphone)?http://www.kenchadconsulting.com/how-we-can-help/innovation/
  • Jobs-to-be-done approachkenchadconsultingPinpointing the opportunity...What is the fundamental problem?What objectives are used to evaluate the solution?What barriers limit the solution?What solutions do customers consider?What opportunities exist for (innovative) solutions?
  • Jobs-to-be-done (JTBD) approachkenchadconsultingAnalysing 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 processWhy 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
  • Prioritising the jobs‘importance, frequency frustration
  • what barriers does it overcome?who would hire this solution?what objectives can it address?in what circumstances will it be effective?for what jobs is the solution applicable?what are the solutions capabilities?Analysing (potential) solutions
  • 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 more complextrying to improve and existing product when really atotally new one is requiredkenchadconsultingsome 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 helpcustomers get parts of the job done well, but not thewhole job, leaving customers to cobble together the restof the solution.the product gets the job done better, but not enough tomatter.kenchadconsultingsome reasons why products and services fail
  • in the end of course its about valuewhy should people use our productsand/or services instead ofalternatives?kenchadconsulting
  • www.kenchadconsulting.com
  • kenchadconsultingKen ChadKen Chad Consulting LtdTwitter @kenchadken@kenchadconsulting.comTe: +44 (0)7788 727 845www.kenchadconsulting.comcustomers/users:dont look at needs: analyse thejobs-to-be-doneUKSG conferenceApril 2013